Benchmarking as a powerful total quality management tool

Like all other focus concepts and principles, Benchmarking has also at rest(p) through the tests of time and efficiency. In fact, it was not until Xerox implemented it in the late 70s that Benchmarking has proven itself in the field of moving in management (Br induce, 1992). During this time, Xerox was losing market share and feeling pressure from its competitors. In an attempt to get back into the game, Xerox compared its operations to its competitors.After comparing its smell standards to others, Xerox began one of the greatest trends in the business world instantly (Rogers, 1991). Although there have been issues on whether Benchmarking has to be considered as a stand-alone management concept from that of Total Quality Management (TQM), this paper would show that Benchmarking is preferably an ingredient and an efficient tool in the implementation of a successful TQM process. This paper also would argue that benchmarking applies not only to manufacturing merely also to servi ce industries.In fact, it has even pointed out that benchmarking has been beneficial in the fiscal management of Higher Education institutions (Tang and Zari, 1998). OVERVIEW OF BENCHMARKING The principle of benchmarking has been defined in several(prenominal) ways depending on the area of TQM where its values and contributions have been stressed. The European can for Quality Management (EFQM) defines it as The process of systematically comparing your own organizational structure, processes and implementation against those of good practice organizations ball-shapedly, with a view to bring home the bacon business excellence.Benchmarking provides the key interface between identifying and understanding the key criteria for transplant and attuning these to the reality of specific organizations in the global economy (Waston, 1993). The famous ally of TQM and benchmarking Mohamed Zairi defines it as emulating the outdo by continuously implementing change and measuring exploit (Zai ri, 1996). In both cases, benchmarking has its own mark allowing change for the best.Industry practitioners of benchmarking consider a benchmark is the standard of excellence against which to measure and compare wherein benchmarks are performance measures How many? How quickly? How high? How low? (APQC, 1995). Benchmarks are facts benchmarking enables real progress (Ammons, 1999). Benchmarking is actually the process of learning lessons about how best performance is obliging by the strict implementation and employment of best practices (APQC, 1995).Clearly, benchmarking goes beyond info gathering, comparison and measurement. Benchmarking is an ingredient in any total quality management movement. Firms that want to know why or how another firm does smash than theirs follow the benchmarking concept (Greengard, 1995). Its use is accelerating among U. S. firms that have adopted the TQM philosophy. Benchmarking is about meliorate competitive position, and using best practice to stimu late radical innovation rather than seeking minor, incremental improvements on historic performance (Certo, 1994).Due to changes in frugal factors, technology, market demands and other social factors, benchmarking as a TQM tool does not tolerate merely comparing past business practices to present in order to gain business excellence, rather it requires an organization to embrace these changes. In this case, benchmarking in line with TQM is a perfect business tool toward global competitiveness (Saxl, 1992). This claim has been proven by benchmarking practitioners who were considered as best among the best in the world of business.