Benchmarking as a powerful total quality management tool

Like all other forethought concepts and principles, Benchmarking has also gone through the tests of time and efficiency. In fact, it was non until Xerox implemented it in the late 70s that Benchmarking has proven itself in the field of billet management (Br accept, 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 feature standards to others, Xerox began one of the greatest trends in the business world right away (Rogers, 1991). Although there have been issues on whether Benchmarking has to be considered as a complete management concept from that of Total Quality Management (TQM), this paper would debate that Benchmarking is sort of 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 alone also to service 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 some(prenominal) ways depending on the area of TQM where its values and contributions have been stressed. The European substructure for Quality Management (EFQM) defines it as The process of systematically comparing your own organizational structure, processes and exercise against those of good practice organizations world-widely, with a view to deliver the goods business excellence.Benchmarking provides the key interface between identifying and understanding the key criteria for depart and attuning these to the reality of specific organizations in the global economy (Waston, 1993). The famous adhesive of TQM and benchmarking Mohamed Zairi defines it as emulating the take up by continuously implementing change and measuring carrying into ac tion (Zairi, 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 utility (Ammons, 1999). Benchmarking is actually the process of learning lessons about how best performance is gross(a) by the strict implementation and employment of best practices (APQC, 1995).Clearly, benchmarking goes beyond selective information 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 break away 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, an d using best practice to stimulate radical innovation rather than seeking minor, incremental improvements on historic performance (Certo, 1994).Due to changes in stinting 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.