delivery of products or services to the end consumer, while minor processes make more subtle contributions. These processes are not performed in isolation. The end result relies heavily on the satisfactory completion of all processes and the communication of all functional areas involved. By viewing these processes as a whole, management can identify process inefficiencies. These inefficiencies may include delays or queuing at process bottlenecks, lack of control or checking, or places responsibility for process activities is not clear.The Total Quality Management model is limited in its scope of improvement. Total Quality Management establishes targets for performance rather than focusing on continuous improvement. This perspective is to narrow because it fails to consider the overall improvement process. To be effective, management must incorporate all aspects of the business into a dynamic improvement process. The fourth key to benchmarking is systematic external benchmarking. Once management has realized the importance of internal business processes and world-best practices, it is their responsibility to combine these two themes. Management must systematically examine its internal practices and performance in comparison to external benchmarks. The last key is benchmarking as a survival technique. It may effectively save a business from declaring bankruptcy. However, benchmarking should be used in organizations regardless of financial or economic status.Internal benchmarking is one of the most important aspects of benchmarking. This involves making comparisons with other parts of the same organization. Comparisons can be made between departments, satellite locations, and subsidiaries. This will ensure familiarity with internal business processes. A major part of this is understanding the companies critical success factors. If management does not know which processes are most critical, it will not know which processe...
