Essays on Benchmarking and Lean Six Sigma Management Approaches Case Study

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The paper "Benchmarking and Lean Six Sigma Management Approaches" is a perfect example of a business case study. In the modern business arena, management tools have become essential for they help managers to scale the organizational performance. Benchmarking is one of the managerial tools that help managers to improve the organizational performance by scaling, identifying and applying various business models and practices for effective and efficient firm operations (Sarialtin, 2015). Additionally, Benchmarking is a valuable management tool that allows the manager to compare the performance of the company about sales within an industry (Franco and Ernesto, 2016).

In this aspect, organizational executives compare the company's products to those of the competitors as well as with other internal firms. In other words, the primary purpose and objectives of benchmarking are to help the company gain superior performance by improving internal production processes to understand the external environment of the business (Bowerman et al. , 2014). From this perspective, it is important for current businesses to integrate, tailor and incorporate best managerial practices through innovation, and without imitating their competitors. Lean Six Sigma is another important administrative tool that scales organizational performance and operational practices for continuous improvement.

Lean Six Sigma constitutes two management methodologies: Lean and Six Sigma methodologies (Subramoniam et al. , 2012). The primary objective of having the Lean methodology in management is to eliminate waste during the manufacturing process, storage and distribution of the products within the company ( Bhamu, and Singh Sangwan, 2014). In other words, Lean methodology stimulates organizational managers to focus and consider customers' value. In this aspect, managers carry out analysis concerning the market demands, and hence, working on products in alignment with clients needs.

Six Sigma methodologies is an essential management tool that helps organizational managers to eliminate process variation based on consumers' demand for product quality. Measuring process performance and adopting process change are primary activities that determine the effectiveness of Six Sigma methodology. Therefore, combining Lean and Six Sigma methodology is of great importance for it helps the company to manufacture and deliver quality services to their clients on time; producing quality goods in manageable costs with minimal waste. This paper demonstrates how companies use both Benchmarking and Lean Six Sigma methodologies to facilitate change in business processes to enhance and sustain their competitive advantage.

The paper pools together various theoretical frameworks discussing the management tools that help the company to improve performance and quality products at minimal waste with manageable production costs. Benchmarking Concepts Poveda and Elbarkouky (2016) define Benchmarking is an analytical process that involves a series of managerial activities that aims to identify the best practice that will lead to superior organizational performance. Benchmarking allows managers to monitor and leads to continuous improvement in production and complete corporate performance.

In his study Huggins (2010) found that Benchmarking is the best methodology for both small and big business for it helps a firm to thrive and perform best in the midst of competitors. Additionally, Benchmarking is involved rigorous and strategies course of activities and actions for measuring and scaling business operations within an industry in improving performance (Martinez‐Moyano and Richardson, 2013). Organizations compare their activities of activities with their rivals within the industry. Therefore, Benchmarking allows managers to gather relevant information in the market that benefits the entire organizational performance.

For instance, Incubation of new technologies in the business arena has become one of the major Benchmarking drivers for it brings various companies within an industry to compare their innovative productions. Today, benchmarking is one of the major tools that global organizations have been using to establish and monitor total quality management. More importantly, Benchmarking brings together companies, and in turn, they exchange ideas on how to improve their products and tools to use to mitigate the final costs of production (Bjö rklund, 2014). There are three main platforms of Benchmarking: process Benchmarking, Product Benchmarking and Strategic Benchmarking.

Process Benchmarking involves comparing two or more companies on how they manage a particular production process and work practices. Process Benchmarking is commonly used by manufacturing and construction companies for it includes site visitation, and to collect data. Strategic Benchmarking involves comparing managerial practices between or among organizations within an industry: measuring and comparing organizational structures. Multinational companies operating in various geographical locations carry out strategic Benchmarking to improve employees' performance and determine the future of the enterprise. Product Benchmarking is the most sensitive measuring and comparison activity within among companies within an industry.

According to Huggins (2010), Benchmarking allows managers to identify organizational challenges and weaknesses and how to face and improve them. In other words, Benchmarking help managers to find and fill the performance gaps within the organization (Bjö rklund, 2014).

References

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