Contents

Why is it necessary that top management be committed as a prerequisite to benchmarking..........1

BENCHMARKING BASICS....................................................................................................1

TYPES OF BENCHMARKING...............................................................................................1

SUCCESSFUL BENCHMARKING........................................................................................2

THE FUTURE OF BENCHMARKING..................................................................................2

2.Describe how organizations should go about communicating with their customers....................3

3. Explain the leadership characteristics that build and maintain followership..............................3

Why You Should Order Our Academic Services ....................................................................4

4.If asked to assess a department's training needs how would you go about it?.............................5

5.Define Lean Six Sigma.................................................................................................................5

Part B...............................................................................................................................................6

1.0 Background............................................................................................................................6

1.1 Organizational Structure........................................................................................................6

1.2 Vision.....................................................................................................................................7

1.3 Mission...................................................................................................................................7

1.4 Objectives...............................................................................................................................8

2.0 Quality control (QC)..............................................................................................................8

2.1 Quality assessment.............................................................................................................9

3.0 Top leadership|Management on total quality management...................................................9

4.0 The process and importance of human resource..................................................................11

4.1 Project Aim..........................................................................................................................13

4.2 Project Objectives................................................................................................................13

5.0 Recommendations................................................................................................................13

References......................................................................................................................................14
Why is it necessary that top management be committed as a prerequisite to benchmarking

Benchmarking is the process by which a company evaluates its products, services, and
practices against those recognized by the toughest competitors or industry leaders. Benchmark
tests focus on comparing basic functionality and process execution across companies. Among
many possibilities, how to buy materials, how to pay to suppliers, how to manage inventory, how
to train employees, or how to payroll, how quickly a company can bring a new product to
market, quality control You may want to consider how to perform the function. How to enter and
ship customer orders and perform maintenance. As a result, benchmarks have been used by many
companies as a tool to gain a competitive advantage. Companies typically run benchmark tests to
provide many improvements.

BENCHMARKING BASICS

The purpose of the benchmark is to identify weaknesses in the organization and improve them to
be the "best of the best". The benchmarking process helps managers identify performance gaps
and turn them into opportunities for improvement. For example, companies use benchmarks to
discover groundbreaking ideas for improving processes, support quality improvement programs,
motivate employees to improve performance, and executive management to assess competition.
Meet the needs of A process is a process that consumes company resources. A key success factor
is the long-term problem that companies must solve to gain a competitive advantage

TYPES OF BENCHMARKING

There are different types of benchmark tests, and they are driven by different motivating factors,
so different comparisons are made. Infrastructure benchmarks include data center, network,
data / information, end user support, and remote center distribution. Application benchmarks
include system analysis, development and maintenance programming, and features. For example,
application and infrastructure benchmarks use incentives such as cost, quality, competition and
goal setting.

SUCCESSFUL BENCHMARKING

There are several keys to a successful benchmark. Management commitment is a commitment

that companies often refer to. Top-down management is responsible for the ongoing operation
and valuation of the company and must be committed to using and implementing the
benchmarking strategy as a team. Efforts must also be made to achieve continuous improvement
based on the information collected by a well-trained team. Other important points include a
historically successful benchmarking process, sufficient time and personnel, and a thorough
understanding of the benchmarking process.

As with any program, you should always collect accurate and consistent information. The data
should be understood and can be defined and measured.

THE FUTURE OF BENCHMARKING

Early benchmarking work focused on manufacturing, but is now considered a management tool
that can be used by almost any business. It is commonplace for companies to use it to compete
and lead their respective industries. It has helped many people reduce costs, increase
productivity, improve quality and enhance customer service.

In his book, Benchmarking Information Technology Functions, Charles B. Greene points out that
the company is increasingly interested in benchmarking many activities, including:

• Cost of supporting business drivers (transaction cost or cost per order)

• System development activities such as maintenance, backlog, development productivity,

project management

• End user support

• Data center / communication network

• Skill management

• Business strategy coordination

•Technical Management

• Customer / user satisfaction

According to a survey cited by Bain & Co. in the 2003 "Treasurer," benchmark test usage is the
second highest (84%) of the more than 20 management tools used by global executives. The
study also reported that users tended to be happy with the benchmark results provided by the
company (3.96 5-point score).

2.Describe how organizations should go about communicating with their customers.

Communication with customers must extend to both external and internal customers. What
applies on the outside also applies within the organization. Customers will not tell an
organization what product to produce, but they will tell the organization what they think of its
products. Communicating with customers about that product can ensure that it gets the best
possible reception in the marketplace and that it changes as the needs of the customers change.

3. Explain the leadership characteristics that build and maintain followership

Opportunities are increasingly scarce and there is increasing competition every day for the best
available opportunities. On the other hand, balancing the burden on students and extracurricular
activities remains a major challenge. At schools, colleges and universities, students are required
to submit large numbers of assignments each week, regardless of time factors. Students who are
placed in such tasks and need diverse development should focus on one area and ignore the other
equally important aspects. We have learned that there is no need to investigate the field here.
Whether it be sports or recreational activities, students should have time to explore every option,
rather than disdain or give up. I'm here Scholars spend a lot of time on you and understand that
each assignment (probably homework or lesson) is a major part of the overall GPA. Therefore,
we are willing to handle assignments on our behalf, as we can explore different areas that are
important to our students. This makes the student a holistic person and has multiple options later
in life. By enabling us to tackle assignments, a student can focus on other issues when his / her
scholar gets equal or higher academic attention. We provide academic support to enable students
to progress. Diversify and cooperate with us.

Why You Should Order Our Academic Services .

We are proud of our nine years of comprehensive experience in delivering academic services.
Over the years, we have mastered the skills behind custom paper delivery. We are always
looking for top writers to have energetic and qualified professionals on our solutions team. Our
services include over 72 courses, adapted to the changing academic environment. Today, we
have a quality control department made up of PhD supervisors, making sure all issues are pre-
marked before delivery. Therefore, check quality and originality.

Why stay at the top:

1. Professional writers and top-notch mentors: We have a team of international academic writers
who can provide the best dissertations with local features. They have been thoroughly reviewed
and meet our standards. They offer the best essays to meet customer expectations and academic
requirements.

2. Customized solutions: Research papers created from scratch: The solutions we offer can
translate into excellent results, resulting in high GPA.

3. Free content plagiarism: We understand that paper quality is as good as originality. In addition
to starting from scratch, software is used to check for plagiarism and secure 100% original paper.

4. Tasks for timely delivery: Even the best documents aren't good, even if they're not delivered at
the right time. We strive to ensure that all documents are delivered in a timely manner.
Therefore, the client has sufficient time to carefully read the article before submission.

5. Customized pocket-sized price: Our price structure is designed to reflect the best academic
services, while considering fairness and student well-being.
24x7 Customer Service: Reliability is at the core of the organization. Therefore, we are always
able to handle all tasks and serve our customers.

4.If asked to assess a department's training needs how would you go about it?

The assessment process can be used as a diagnostic tool to determine the training required.
Surveys collect data to determine the training that individuals and organizations need to achieve
their goals. This is an assessment designed to assess the knowledge, skills, and capabilities of
employees and organizations to identify gaps and areas of need. Once your training needs have
been identified, you need to determine / set the goals your training will achieve. These goals are
a measure of success and practicality.

This analysis can be performed by a manager who can observe employees and make training
recommendations based on performance issues or gaps between performance and goals. Training
and development managers can also perform this analysis within their organization. These
managers survey the organization to identify needs.

5.Define Lean Six Sigma

Lean Six Sigma is a process improvement method designed to eliminate problems, eliminate
waste and inefficiency, improve working conditions and better serve your customers' needs. It
combines “lean” and “six sigma” tools, methods and principles into a common and powerful way
to improve the operation of an organization. Lean Six Sigma's team-oriented approach achieves
the highest efficiency for global enterprises and achieves effective results that significantly
improve profitability. I still wonder, "What exactly is Lean Six Sigma?" Read on to understand
its meaning, importance, and correct usage. Ah Lean Six Sigma has three key components. Tools
and techniques: A set of tools and analytical techniques used to identify and solve problems.
Process and method: A series of steps that an organization uses problem-solving tools to find the
true root cause and ensure that the solution is fully implemented. Spirituality and Culture: A
mindset that relies on data and processes to achieve and continuously improve operational
performance goals.
These three elements reinforce each other. Analytical techniques are not used effectively unless
there is no process to apply these methods and the spirit of continuous improvement leads to the
demand for analytical techniques. Unless the remediation process includes tools and techniques
to define process step activities and there is a culture of observing system data-based methods to
solve problems, the remediation process will not produce the desired results..

Finally, a culture that seeks to continuously improve will be frustrated if there are no tools and
techniques for analysis and no process or methodology that can be applied to organize and focus
the improvement efforts. Fortunately, the Lean Six Sigma approach to business improvement
includes all three layers.

Part B

1.0 Background

Apple Computer was founded on April 1, 1976 by a team of three: Steve Jobs, Steve Wozniak,
and Ronald Wayne. Apple was officially founded on January 3, 1977, a few months after Apple
was founded. In 1980, Apple went public, which was a great success for Apple. According to a
2009 survey by Qumer conducted by Apple Computer Inc., Apple was on Fortune magazine's
list of the most highly regarded companies for the second year running and was also honored for
innovation and human resources management. Highest rank. Apple released its new iPhone 4 on
June 24, 2010, and reported that it had sold more than 1.7 million products in just four days after
the release.

 1.1 Organizational Structure

Founded in the 1970s, Apple Inc. stood out from the traditional corporate structure adopted by
most companies at the time and continued to adopt its own organizational management approach.
The company operates on the basis of an informal corporate culture concept in the technology
industry and tends to look more like a temporary flat structure than a high level structure.
Mintsberg suggested that management monopoly occurs when organizations particularly need
innovation because of intense product competition and dynamic technology. In contrast to high-
level structures, flat organizational structures are characterized by relatively few or only one
management layer. As a result, the chain of command from top to bottom is shortened. The
advantage of this organizational structure is their effect on innovation and empowerment.
Strategy implementation is easier and faster, and coordination is enhanced. This explains why
Apple Inc. is known for its unique capabilities in product design and innovation.

Employees in the functional departments of an organization perform a specific set of tasks. This
can improve the operational efficiency of the team. However, this can also lead to lack of
communication between groups within the organization, as with Apple.

Apple CEO Steve Jobs is a charismatic leader with a strong passion for creativity and
motivation. According to the model proposed by Weber, Burns, and Bath, Steve Jobs can be
described as a transformational leader because it can motivate and influence Apple employees to
achieve maximum efficiency.

1.2 Vision

Through innovative hardware, software and Internet products, Apple is committed to

bringing the best personal computing experience to students, educators, creative professionals,
and consumers worldwide. As the most valuable company in American history, there are many
common questions about Apple Computers, including questions about Apple's mission
statement, vision, values, history, and founder. Apple's "official" mission statement is fully
focused on current Apple products and existing products. The company's undisclosed Apple
company mission is likely to actually promote Apple's business, as the company's mission
statement needs to define a vision for the future. A clue to the "real" Apple mission statement
can be found in Apple's documentation.

1.3 Mission

Apple Computer is committed to protecting the environment, health, and safety of our
employees, customers, and the global communities in which we operate. By integrating rational
environmental, health and safety practices into all aspects of our business, we are able to provide
technologically innovative products and services while protecting and enhancing the next
generation of resources. I am aware of Apple is committed to continuously improving the
environmental quality of our environment, health and safety management systems, and our
products, processes and services.

1.4 Objectives 

Produce products with peace of mind and provide service and enjoyment to our
customers. When a company builds a marketing mix and begins to understand the four P plans of
products, locations, prices and promotions. Next, you need to combine your company's goals
with the way you achieve those goals and strategies. Apple's goal is to increase sales to
customers who do not already own Apple products. They do this not only through advertising,
but also by expanding their distribution networks. In my opinion, Apple sells products such as
the iPhone among various Internet providers such as Smart One, 3, CSL, etc. to expand its
distribution network. Stores like Smart One are designed to sell long-term phone plans through
the iPhone. You can sell your plan on your iPhone by promoting a popular generation of
iPhones. Apple also offers its products through third-party retailers such as Broadway and Fort.
Finally, we also sell our products at our flagship stores, including our new store in Central Hong
Kong. By using the flagship store, you can save the trouble of visiting "DGA-Design" such as
Causeway Bay and "DG" at the International Financial Center. For example, a flagship store in
the heart of Hong Kong is a good place to attract customers. In addition, we offer all Apple-
related services, from products to software and services.

2.0 Quality control (QC)

Quality control is a process or set of processes designed to ensure that a manufactured

product or service provided meets a set of defined quality standards or customer requirements.
Quality control is similar to quality assurance (QA), but not equal. Quality control is a process
within an organization aimed at ensuring that a product or service offered by a company meets
established quality levels. Most companies offer services and products. This control is essential
to ensure that the output provided is of the highest overall quality. Quality is important for
customer satisfaction and maintaining customer loyalty. Therefore, the customer will continue to
buy from the customer. Quality products make a significant contribution to long-term
profitability and profitability. You can also charge and maintain higher fees. Quality is important
for customer satisfaction and maintaining customer loyalty. So the customer will continue to buy
from you. Quality products make a significant contribution to long-term profitability and
profitability. They also allow you to charge and maintain higher prices.  

2.1 Quality assessment

Quality assessment is a part of quality assurance that focuses on assessment of

fulfilling quality requirements (need or expectation that is stated, generally implied or
obligatory). Evaluation to the extent that study design and management can prevent systematic
errors and biases. Differences in quality usually explain different results in testing the same
problem. When tested under systematic reviews, more rigorously designed tests are more likely
to produce near-true results. According to the IIA standard, "Chief Auditor must develop and
maintain quality assurance and improvement plans that cover all aspects of internal audit
activities." One way to meet the requirements of standard 1312 is to perform quality assessments
through an external and independent team of qualified audit professionals. This method provides
a qualified, independent team headed by a qualified audit expert. The assessment team also
drafted a report showing whether internal audit activities are in compliance with the standards
and if there are suggestions for improvement opportunities.

3.0 Top leadership|Management on total quality management

The purpose of this article is to identify the role and impact of management responsibility
and leadership on the overall quality control of Malaysian service agents and to propose a
conceptual framework model. Fifteen relevant studies selected from well-known electronic
academic resources and databases were reviewed in detail. Based on the findings and theoretical
aspects of these papers, the proposed conceptual framework is proposed. A company may adopt
“best practices” in all industries, but internal leadership is required to improve quality control in
the best position to make the company successful. With the globalization of the business sector,
the company is pushing the company towards a new concept of quality. This is the tool you need
to successfully compete in the global market. The direct result of this new focus is the concept of
total quality control. At one time, quality improvement was considered the sole responsibility of
professionals. Today, enterprise-wide quality improvement can be an important feature of
leadership. Failure of leadership to recognize and take action on this opportunity can result in
loss of responsibility for implementing TQM to other departments with less training and
development expertise. The end result of this loss is a piecemeal implementation of the TQM
strategy.

3.1 Involvement

Every type of new corporate policy or planned TQM requires the participation of all
affected departments. Corporate leadership must determine what those departments are and
create an implementation team consisting of representatives from each group affected.
Management must identify the various team leaders, their responsibilities, and their system of
responsibilities to create a structure that ensures that the implementation team can implement a
new plan or policy on time.

3.2 Interest

Implementing TQM in-house requires a sense of urgency throughout the company.

Management's job is to create this urgency by explaining to employees why they need to meet
their requirements. Leadership needs to help employees understand the benefits of the new
implementation to the company, but it also needs to make the organization aware of the
frustration of not making changes.

3.3 Monitoring

Comprehensive quality control within a company is not an accurate process. This is a dynamic
process and the manager must monitor and make changes to achieve the goals of the
implementation. The leader is responsible for establishing the surveillance system, analyzing the
data generated during the implementation process, and making any necessary changes to
improve implementation efficiency.

3.4 Next step

The implementation of TQM is usually done in stages. Company leadership must determine
when each stage of TQM is complete and be ready to move the company to the next stage. For
example, if a company wants to introduce a new software program for customer management,
the first step in the program is to implement it in the sales department. Management must
determine when the appropriate changes have been made to the software so that it can be
implemented in other parts of the enterprise.

Implementing the TQM system has become the recommended way to improve the quality and
productivity of your organization. TQM has been adopted by major industrial companies and is a
participatory system in which all employees are responsible for quality improvement within the
organization. Although TQM does not use traditional bureaucratic rules for implementation, it
requires changes in the corporate culture because the new working environment has the
following characteristics:

3.4.1. Open problem-solving atmosphere; 3.4.1

3.4.2 Participatory design and production;

3.4.3 Trust among all employees (employees, direct reports, workers, administrative staff);

3.4.4 Have a sense of responsibility and responsibility for achieving goals and solving problems.

3.4.5 Self-motivation and self-management of all employees 3.4.5.

The TQM method does more than just meet traditional rejection criteria. The end result of TQM
is the effective and effective use of all organizational processes to provide consistent quality at
competitive prices. The concept of TQM is a long-term task that connects people and processes
to systems that change the culture of the company, thus making quality the core of corporate
strategy.

4.0 The process and importance of human resource

Comprehensive quality control has a great impact on human resource management. Emphasizing
employee self-management, autonomy, and creativity, we demand not only compliance but also more active
cooperation. With the globalization of the business sector, the company is moving the company towards a new
concept of quality. This is the tool you need to compete in the global market. The direct result of this new focus is
the concept of total quality control.

At one time, quality improvement was considered the sole responsibility of professionals. Improving
company-wide quality today may be an important function of the Human Resources department. If the HR
department does not recognize this opportunity and take action, other departments lacking training and
development expertise may lose their responsibility to implement comprehensive quality control. The end result of
this loss is a piecemeal implementation of the TQM strategy. Human resource management serves as a tool for
senior managers to implement TQM in two basic ways. In addition to identifying the customer base, there are
other important TQM customer issues. The TQM method requires identifying the needs of a group of customers
and addressing those needs throughout the organization. Customer concerns must be carefully considered and the
organization must ensure that employees have the right to make decisions to ensure a high level of customer
satisfaction. This can be accomplished by creating a self-starting environment, instead of creating standard
operating procedures and corporate policy bogs.

Flexibility is key, especially in today's ever-changing and changing business environment. When
modeling these aspects of the TQM process, HR departments must identify the focus of other HR departments
and commit to continually improving their performance, especially in areas where problems are found. Based on a
“customer first” orientation, members of the organization are constantly striving to improve their products and
services. Encourage employees to work together across organizational boundaries.

TQM aims to meet customer needs by empowering employees and measuring performance.
Implementing TQM requires a production process and product redesign. JIT Bench is a world class company.
Production at the zero defect level continuously improves activities and processes through teamwork. The HR
department's main role is to manage mental transitions, motivate energetic people to achieve overall quality and
align TQ's HR strategy with business strategy management. You should act as an internal consultant for other
departments. Comprehensive quality control is an important aspect of current management thinking. However, the
impact of comprehensive quality management on human resource management still needs detailed analysis and
investigation. This article outlines the basic elements of total quality control and compares them to previous trends
in management reform. Emphasizing similarities and differences with the early schools, history shows that theory
and practice theory need to be distinguished.
 The impact of TQM on employment relationships has not been fully considered, but placing TQM in the
system rather than in human resources can distinguish it from early management thinking. To illustrate this
difference, we compared the TQM method with the concept of "goal management." MBOs can be detrimental
because they focus on individual performance rather than system performance. Please note that the original
concept of management buyout was not intended to limit short-term orientation to financial gain. However, the
MBO has failed because the most obvious feature has become a targeted recipe rather than a tool. TQMs can
avoid the risk of motivating employees, but you need to be careful that TQMs don't trick. Some visible
technologies can replace the essence of customer-centric teamwork and database decision making.

4.1 Project Aim

The purpose of this project is to identify and investigate the impact of human resource
management on the implementation of comprehensive quality control and the role of humans
(employees) in the acquisition and improvement of quality.

4.2 Project Objectives

There are some objectives that fall within this specific aim and the objectives include:

Does the Nigerian average worker know what TQM is?

What are the perceptions of the companies' customer service in Nigeria?

How are these practices implemented in Nigerian oil servicing industries?

What are the exact HRM practices that assist in the implementation of TQM in the oil service
industry?

What are the factors influencing employees to adhere or refute company quality policies?

The determinants of employee responses to TQM

5.0 Recommendations

Well-managed companies strive to find examples of continuous improvement in the

workplace. As these improvements increase profits, managers are looking for ways to find
measurable profits that can be used as the basis for future business decisions. Continuous
improvement benefits stakeholders, including potential investors, existing investors and owners.
The term itself is self-explanatory. Seemingly oversimplified, the buzzword in this industry is the
continuous improvement of business, processes, and ways of working. Learning, planning,
implementing, and developing improved methods is becoming increasingly complex. There is a
need to promote continuous, logical and sustainable development throughout the organization.
This allows us not only to raise the slogan but also to make continuous improvements, so that we
can always utilize it in the operation of the company. Continual improvements range from simple
changes in the day-to-day operations of a company to major changes in the focus and procedures
and processes of global processes. In any case, you need the right tools to succeed and stay
successful.

References
 Chandrasekar Vijayakumar (2013). Total Quality Management and Continuous
Improvement (23 September 2017).Retrieved from http://blogs.ramco.com/total-quality-
management-continuous-improvement
 Definition for quality control (22 September 2017).Retreived from
http://www.definitions.net/definition/quality%20control
 Importance of quality control (23 September 2017).Retrieved from
http://managementstudyguide.com/importance-of-quality-management.htm
 Quality Management tools (23 September 2017)
http://managementstudyguide.com/quality-management-tools.htm
 Total quality management (23 September 2017).Retrieved from
http://managementstudyguide.com/total-quality-management.htm
 Total quality management models (23 September 2017).Retrieved from
http://managementstudyguide.com/total-quality-management-models.htm
 History of Apple, (2015, March 23) ‘The story of Steve Jobs and the company he
founded’. Retrieved May 24, 2017, from:
http://www.macworld.co.uk/feature/apple/history-of-apple-steve-jobs-mac-3606104/

 Apple's Organizational Structure,(2015,July 21).Retrieved June 20,2017,from

https://www.google.com.mm/search?
q=apple+organizational+structure+vission&oq=apple&aqs=chrome.1.69i57j69i59l2j0l3.
4324j0j8&sourceid=chrome&ie=UTF-8

 Optimize Opportunities, (2012, Sept 19) ‘The Institute of Internal Auditors’ Retrieved
Nov 15,2017, from: https://na.theiia.org/services/quality/Pages/Quality-Assessment.aspx
 Mahfuz Judeh,(2011,Augt 15) ‘Applied Science Private University’ Retrieved April
13,2017,from

https://www.researchgate.net/post/Howcan_we_develop_a_culture_of_continuous_impro
vement_in_organizations
Engle, Paul. "World-Class Benchmarking." Industrial Engineer August 2004.

Greene, Charles B. Benchmarking the Information Technology Function. New York: The
Conference Board, 1993.

Mard, Michael J., et al. Driving Your Company's Value: Strategic Benchmarking for Value. New
Jersey: John Wiley, 2004.

McNair, C.J., and Kathleen H.J. Leibfried. Benchmarking: A Tool for Continuous Improvement.
Harper Business, 1992.

Powers, Vicki. "Boosting Business Performance through Benchmarking." Financial Executive

(November 2004).

Tirbutt, Edmund. "Brimming with Confidence: Benchmarking Your Perks against Your Rivals'
Can Provide HR with Added Reassurance." Employee Benefits (November 2004).

Read more: https://www.referenceforbusiness.com/management/A-

Bud/Benchmarking.html#ixzz6JHPfFDRZ