Contents

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

BENCHMARKING BASICS....................................................................................................................1
WHEN....................................................................................................................................................2
Baselines are always available, but are usually based on internal requirements. Benchmark: With tools
for continuous improvement (C.J. McNair and Kathleen H.J. Leibfried), potential “triggers” of the
benchmarking process are::......................................................................................................................2
• Quality planning....................................................................................................................................2
• Reduce cost / budget processes..............................................................................................................2
• Initiatives for business improvement.....................................................................................................2
• Management changes............................................................................................................................2
• New business / new business.................................................................................................................2
• Rethink existing strategies.....................................................................................................................2
• Competitive attack / crisis.....................................................................................................................3
WHY.......................................................................................................................................................3
WHO.......................................................................................................................................................3
WHAT....................................................................................................................................................3
HOW.......................................................................................................................................................4
TYPES OF BENCHMARKING..........................................................................................................................4
SUCCESSFUL BENCHMARKING.....................................................................................................................5
THE FUTURE OF BENCHMARKING................................................................................................................5
Early benchmarks were primarily used in manufacturing, but are now considered a management tool
available to almost all companies. It is becoming increasingly common for companies to use it to compete
and lead their respective industries. Helps many reduce costs, increase productivity, improve quality and
enhance customer service............................................................................................................................5
Describe how organizations should go about communicating with their customers......................................6
Leadership.......................................................................................................................................................6
Leadership characteristics that build and maintain followership :....................................................................6
Paradigms of human interaction :....................................................................................................................7
. If asked to assess a department's training needs how would you go about it...............................................8
How to Assess Training Needs.....................................................................................................................8
Additional Tips About Training Needs Assessment......................................................................................9
Define Lean Six Sigma....................................................................................................................................10
Part B.............................................................................................................................................................11

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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 the most demanding competitors or recognized industry leaders. Benchmarks are used to
determine whether a company is performing a particular function or activity effectively, Does that
cost match the cost of competitors and whether internal activities and business processes need to be
improved? One of the best tools available to managers. The purpose of the benchmark is to
measure internal processes against external standards. This is a way to understand the best
companies to perform a specific activity or function and mimic (or better) technology.

This benchmark test focuses on comparing basic functionality and process execution between
companies. Be aware of how functions are performed in many possibilities, such as purchasing
materials, paying suppliers, managing inventory, managing employees and payroll, the time it takes
a company to bring a new product to market, and quality control. Please give me. How to enter and
ship customer orders and how to maintain them.

Benchmarking allows managers to identify best practices, prioritize opportunities for improvement,
improve performance based on customer expectations, and go beyond traditional change cycles. It
also helps managers understand the most accurate and effective way to perform activities,
understand how to achieve low costs, and take action to make the company more cost-competitive.
You. As a result, benchmarks have been used by many companies as a tool to gain a competitive
advantage.

Companies often run benchmarks and offer many improvements. These benefits include reduced
labor costs, simplified workflows with redesigned business processes and a common management
system, improved business center operations through integration and streamlining, coordination of
business and information technology planning, Implementation or adjustment. Specific tasks and
functions. Outsourcing, development, redesign of support processes, reorganization and
reorganization of IT functions.

BENCHMARKING BASICS

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The purpose of the benchmark is to identify weaknesses in the organization and improve them to
the "best of the best." The benchmarking process helps managers identify performance gaps and
translate them into opportunities for improvement. Through benchmarking, companies can identify
the most successful strategies employed by other companies of similar size, type, or territory, and
take action to improve planning efficiency. Most companies use benchmarks as part of a broad
strategic process. For example, benchmarks are used to discover breakthrough ideas, improve
processes, support quality improvement programs, motivate employees to improve performance,
and provide a competitive reputation for executives. Meet your needs.

Baseline goals are roles, processes, and key success factors. Roles are the elements that define an
individual's job or function. A process is a process that consumes company resources. A key factor
for success is the question that a company has to gain a competitive advantage. Benchmarks focus
on these areas and identify areas of inefficiency and areas of improvement.

Companies that decide to adopt a benchmarking program need to consider the following questions:
why? Who? What? how?

WHEN.

Baselines are always available, but are usually based on internal requirements. Benchmark: With
tools for continuous improvement (C.J. McNair and Kathleen H.J. Leibfried), potential “triggers”
of the benchmarking process are::

• Quality planning

• Reduce cost / budget processes

• Initiatives for business improvement

• Management changes

• New business / new business

• Rethink existing strategies

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• Competitive attack / crisis

WHY.

 This is the most important issue in management's decision to start the benchmarking
process. McNair and Leibfried identified several reasons why the company started
benchmarking.
 Indicates that management is willing to accept changes rather than passively.
 Establish meaningful goals and performance indicators that reflect external / customer
concerns, drive "breakthrough" ideas, and focus on high-income opportunities.
 early detection of competitive disadvantages, and
 Facilitate teamwork based on intuition rather than intuition and competitive needs based on
specific data analysis.

WHO.

Companies can determine internal benchmarks, competitors, industry performance, or "best of the
best." Internal benchmarks analyze existing practices in different parts of an organization or
department to find the best performance and identify benchmarking activities and drivers.
Competitive benchmarks look at a company's direct competitors and compare company
performance. Understanding the strengths and weaknesses of the competition is not only important
for a successful strategy, but also helps identify specific customer expectations and then identify
priority areas. Industry benchmarks are more trend-based and broad. Helps establish performance
benchmarks. A best-in-class benchmark format explores multiple industries to find new and
innovative practices. Offer the best opportunities in their scope, not just broad.

WHAT.

Benchmarks can focus on roles, processes, or strategic issues. Can be used to establish
organizational functions and tasks. It can also be used to investigate existing practices in your
organization and identify practices that support key processes and key objectives. When focusing
on a particular process or activity, the depth of analysis is an important issue. The analysis can take
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the form of a vertical or horizontal datum. Vertical benchmarks target a specific department or
function, horizontal benchmarks target a specific process or activity. For strategic issues, identify
the factors that are most important to your competitive advantage, identify best practices to
understand them, and identify the best performing companies in these areas.

HOW.

Benchmarks use a variety of resources, including public resources, industry conferences, dialogue
with industry experts, consultants, clients, and market representatives. The advent of Internet
technology is accelerating the benchmarking process. The Internet has access to many non-profit
US Productivity and Quality Center databases, including Power-MARQ. The database contains
performance indicators for thousands of companies. Companies can also use the Internet to conduct
electronic surveys and collect benchmark data. How enterprise benchmarks depend on available
resources, deadlines, and number of alternative sources.

TYPES OF BENCHMARKING

There are different types of benchmarks, including different comparisons driven by different
motivation factors. The main types of benchmarks are: Metric benchmarks use quantitative metrics
as reference points for comparisons. Best practice benchmarks focus on identifying good
technologies. IT benchmarks include data processing, systems analysis, programming, end-user
support, and networking. Infrastructure benchmarks include distribution to data centers, networks,
data / information, end-user support, and remote centers. Application benchmarking includes
system analysis, development and maintenance programming, and features. Strategic benchmarks
include skill assessment, information technology strategy, business technology coordination, roles
and responsibilities.

There are many motivations for driving different types of benchmarks. For example, application
and infrastructure benchmarks use incentives such as cost, quality, competition, and goal setting.
One of the benefits of benchmarking is to ease the change process, clearly list the types of solutions
used by external organizations, and provide a complete picture of the impact of the corporate sector
on the big picture. In addition, you can focus on areas where specific benefits can be achieved. This
adds value to the company and its employees..

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SUCCESSFUL BENCHMARKING

There are several keys to a successful benchmark. Management is often referred to by companies.
Managers must use and implement a baseline strategy as a team, because top-down management is
responsible for the company's ongoing operations and reputation. Another important factor is a
strong network and open mind. Implementing a benchmark at each stage requires a group of trained
employees to make the process work correctly and efficiently. Based on the information gathered
by the trained team, efforts must also be made to achieve continuous improvement. Other keys
include a historically successful benchmarking process, enough time and staff, and a thorough
understanding of the benchmarking process.

Almost every type of process that an enterprise plans to investigate or implement must set goals for
that particular process. The benchmark is the same. Successful companies set goals, focus on them,
keep them simple, and follow them. As with any program, you need to always collect accurate and
consistent information. The data should be understood and can be defined and measured. It must be
possible to interpret the data for comparison with other organizations. Finally, the keys to a
successful benchmark include a comprehensive follow-up process and the assistance of
experienced consultants in designing and establishing such procedures.

THE FUTURE OF BENCHMARKING

Early benchmarks were primarily used in manufacturing, but are now considered a management
tool available to almost all companies. It is becoming increasingly common for companies to use it
to compete and lead their respective industries. Helps many reduce costs, increase productivity,
improve quality and enhance customer service.

In his book, Benchmarking Information Technology Capabilities, Charles B. Greene states that
companies are increasingly interested in benchmarking many activities, including:
• The cost of supporting the business driver (transaction cost or cost per order)
• System development activities such as maintenance, backlog, development productivity, project
management.
• End user support
• Data center / communication network

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• Skill management
• Adjust business strategy
•Technical Management
• Customer / user satisfaction
According to a study cited by Bain and Company at the Treasury in 2003, the benchmark record
was the second highest utilization rate (84%) of more than 20 management tools used by senior
executives worldwide. Did it. . The study also reports that users are very satisfied with the
benchmark results provided by the company (3.96, 5 points).

Describe how organizations should go about communicating with

their customers.
Communication with customers needs to extend to internal and external customers. What
External applications are also applied within the organization. Customers don't tell the organization
what products they produce, but the organization tells them what they think of the product.
Communicating with customers about your products ensures that your products are best accepted in
the marketplace and will change as your customers' needs change.

Leadership
Leadership characteristics that build and maintain followership :
- -reputation. Successful leaders have the knowledge to build trust. Be consistent, fair, fair
in all human interactions, exemplify, and adhere to the same behaviors and standards of
conduct that others expect.
- -common sense. Successful leaders have common sense. They know what matters, not
what is important in a particular situation. They know that it is important to use restraints
when interacting with people. They know when they become flexible and when they set.
- -Endurance. Successful leaders need patience. Usually they must arrive first and depart
last. Leaders, they may be longer, and they are under more pressure than others. Energy,
endurance and health are essential for leaders.
- -commitment. Successful leaders are committed to the goals of the organization, the
people who work with them, and their own ongoing personal and professional
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 development. They are willing to do everything within the laws, work ethics and
corporate policies to help the team succeed.
-
- -Perseverance. Successful leaders are determined and determined. People do not follow
their own righteous people, but do not follow those who are determined to ask questions.
Successful leaders have to stick stubbornly to the end, even if they encounter difficulties.

Pitfalls that can undermine followership :

- In the previous section, we described some good features that help managers maintain
and respect them. In order. They want leader followers. Managers should also be aware
of some common pitfalls that can undermine followers, and the respect they have to work
hard to earn.
- -Strive to be a partner. Positive and good relationships are important. But leaders are not
partners with leaders. The nature of the relationship is not allowed
- -I have a close relationship with employees. This approach is neither wise nor moral.
Active managers-In this situation the relationship with the employee can be lost and few
can become lovers or bosses. It rarely detracts from the team's morale quickly and
thoroughly.
- -Be consistent when supervising your former colleagues. Relationship between boss and
employee. How positive are things? It is different from a peer-to-peer relationship. This
is a fact that is hard to accept and may be difficult to adjust. However, if the leader
changing from peer to supervisor succeeds as leader, this adjustment must be made.

Paradigms of human interaction :

-7 habits of people valid in his book. Stephen R. Coby describes the following example of
human interaction.
-
-A win-win situation is a way of pursuing mutual benefits between people, rather than pursuing
your own path. This approach leads to certain winners and certain losers.
-Failure / Failure is a stubborn method of interaction between the parties
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 Motivated and convinced that eventually all decisions they make will be lost.
-Winning is a way to interact with people, "You don't have to lose.
But I want to win the attitude that "this is the result of taking care of yourself, take care of
yourself".

. If asked to assess a department's training needs how would you go

about it?

Want to quickly understand the training needs of a group of employees who work similarly?
However, we do not want to spend time developing and conducting surveys, introducing problems
to computer programs, and analyzing the demographic information collected.

This assessment of training needs is ideal for small and medium-sized organizations. Quickly
assess employee training needs. In large organizations, the challenge becomes even more difficult
without working with some employees. For example, it is not desirable for 50 people in a room to
determine the need for training.

Assessing this training need will help you find a general training plan for a group of employees.

How to Assess Training Needs

1. . The organizer uses a whiteboard or flipchart and markers to gather all employees who do
the same job in the meeting room. (Or, if all employees have access, you can use programs
like Google Docs and other online sharing access services, but you will lose some of the
direct features of an intuitive whiteboard or flipchart .)
2. 2. Have each employee write down the 10 most important training needs. Highlight the need
for employees to write specific needs. For example, communication or team building is an
extensive training requirement, so each topic needs a second training needs assessment.
How to provide feedback to colleagues more effectively, resolve conflicts, or listen to
colleagues effectively is a more specific training requirement.

. Next, ask everyone to list their 10 training needs. Once the coordinator has enumerated the

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 training needs, the coordinator will record the training needs listed on the whiteboard or flip
chart. Instead of writing duplicates, ask and confirm if your training requires what you think
is a duplicate. This is actually duplication. Otherwise, participants feel their needs are
marginalized.

3. After listing all training needs, use the weighted voting process to prioritize group training
needs. During the weighted voting process, sticky notes or numbers (not very interesting)
marked with a magic pen can be used to vote and prioritize the list of training needs. Assign
25 points to big points and 5 points to small points. You can assign as many points as you
need, but make sure that each employee has the same number of points. Tell the needs
assessment participants to place their points on the chart to vote on their priorities. Set a
time limit of 10 to 15 minutes for the group so that no one thinks long for their decision..
4. List training needs in order of importance and determine the priority assigned to voting
based on the fixed voting process. Make sure you take notes (in the process, I recommend
taking notes to someone on your laptop) or use the Flipchart page to record the minutes of
the training needs assessment meeting . Or, if available, use more up-to-date technologies
such as dry erase boards and network whiteboards.

. Take some time or schedule another meeting to brainstorm from the first three to five
training sessions identified in the needs assessment process and discuss the desired
outcomes and goals. This helps you find and adjust training that meets the needs of your
employees. You can schedule more brainstorming later, but often you need to start the
needs assessment process again after the first few training sessions.

5. . Note that the first two needs of each employee may not be the top priority for the team.
Incorporate top-priority training opportunities into your employees' personal performance
development plans. When employees meet with their boss, the results should also be used in
their career development plans. This will give you the training support you need.

Additional Tips About Training Needs Assessment

 • Often, assessing training needs is more complex and may be necessary. However, this is a
good process to quickly assess your training needs.

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  • Ensure compliance with the commitments generated during the training needs assessment
process. Employees expect key training courses while achieving brainstorming goals.
 • Ensure that training needs assessments are incorporated into the employee's quarterly
performance development plan. It is important that the employee manager is a co-owner of
the employee's ongoing performance development needs.
 • Be sure to track each employee's training and development opportunities. This is your
shame if you can't follow up. This is how tired employees create.

Define Lean Six Sigma

The purpose of the definition phase of the Lean Six Sigma approach is to better understand
customer needs. The goal of the definition phase is to identify improvement challenges and
opportunities, create a project charter, get management approval, and begin improving the project.
To begin a Lean Six Sigma project, you can first identify problems or opportunities for
improvement within your organization. Issues can be identified through focus groups or other types
of proactive feedback mechanisms. If you find an issue, you can submit it to the project leader for
approval.

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Part B
Introduction:

Globalization, industry growth, and technological change work together to create alternative
environments of varying dynamism and complexity. This requires a readjustment of the operational
strategy. In addition to quality, cost, delivery and flexibility, customer centricity is another
competitive focus that actively adapts assembly work strategies in a changing environment. Even as
management strives to improve performance in this environment, implementing such strategic
plans to achieve the business excellence of the company remains a major challenge.
Effective strategy development can be viewed as a good way to make such a plan successful.
However, despite new initiatives in various areas to adapt to new strategies and implementation
procedures, sustainable development of industry has been a major concern in developed and
developing countries for the last decade. . As we all know, customer satisfaction is the main focus
of the success of modern companies. Businesses must always put customer needs first. The
company also sells its products to US customers through its direct sales staff.
However, because most customers are large multinational companies, many ZYTEC power
supplies are exported worldwide. ZYTEC's competitors are Far East and European companies and
400 US companies.
ZYTEC is currently the fifth largest output power company in the United States. The fastest
growing electronic power company in the United States is also the largest power repair company in
North America.
ZYTEC has approximately 800 employees at its headquarters in Minnesota and its manufacturing
facility in Redwood Falls. Since 1984, the company has made quality and reliability of its products
and services a unique and important strategy.
ZYTEC began focusing on the new company in January 1984; quality, service and value. So, as
long as the company needs to fully understand the principles and implementation methods of TQM,
standards, skills, expertise, ambitions, commitments, required infrastructure, and the great desire to
achieve, ZYTEC is committed to quality, service, and value. The organization's goal of becoming a
world-class industry leader. One of the main savings we had was the reduction in customer
complaints and warranty claims. Improvements in communication, teamwork, and good
relationships between managers and employees allow customers to be more satisfied with their
results and gain market share.
ZYTEC focuses on the key processes of delivering a product or service to an organization's
customers. An organization is a group of activities. Organizations should be considered from all
angles. Manufacturing, marketing, information technology and R & D need to work together in an
effective organization. ZYTEC adheres to a customer-centric philosophy that includes focusing on
organizational, strategic, environmental and human factors.
ZYTEC has developed the concept of organization with a quality control system that establishes a
customer-centric state and produces customer satisfaction. We also implement organizational
leadership, develop strategic plans, develop and manage organizational human factors, measure
organizational success, improve processes, utilize quality tools, manage projects, and track key
business outcomes.

Implementation of Total Quality Management

A clear and complete TQM framework has been created and adopted. This must be
communicated and adopted in the right way by all members of all levels of ZYTEC's business.
This makes procedures within your organization more comprehensive, controllable, and
manageable. time. This framework describes the key elements for an organization to successfully
implement TQM and enjoy benefits within the organization..

Principles and Practices in ZYTEC:

1. Leadership:

The top management has implement TQM through leadership by using two elementary ways,
first, integrating the TQM philosophy and principles in the organization operations in every
department. Second, delivering long-term training and development that would be necessary for
the development of the company. As result of this trip, Zytec initiate process called Management
by Planning (MBP). The process involves employees in establishing long-range plans and short-
term objectives.
Implementing TQM using Leadership

Implementing TQM using leadership means that everyone at ZYTEC does teamwork in
each stage, low or high position. Responsibility is delegated to everyone to recognize
their role as leaders.
1. Participation:
ZYTEC has representatives from various departments leading the department. The
company has identified team leaders and their responsibilities from the affected
departments.
2. Interest:
Senior management at the company ensures that everyone understands and ensures the
urgency and importance of implementing TQM in the company.
3. Monitoring:
Ah TQM is a process, not a process. Monitor and modify targets during implementation.
Senior management analyzes the procedures and makes the correct implementation to
produce useful results for TQM.
4. In stages:
Comprehensive quality control is performed in stages and managers use leadership skills
to ensure that prior stages are complete before starting any.

2. Information Analysis:

ZYTEC has improved communication, improved accessible information, improved

communication with other departments and narrowed the gap caused by lack of communication
within the organization.
The purpose of QMS is similar to that of ISO 9000, which is to meet customer requirements.

 Improve product or process reliability and quality

  Increase customer satisfaction

 Early identification and elimination of potential product or process failure modes

 Prioritize product or process deficiencies

 Capture engineering/organization knowledge

 Emphasized problem prevention

 Documents risk and actions taken to reduce risk

 Provide focus for improved testing and development

 Minimized late changes and associated cost

Benchmarking

ZYTEC's benchmark definitions measure an organization's quality policies, products, plans,

strategies, etc. and compare them with market best practices. Some of the goals of the benchmark
are to identify the improvements needed in the process and analyze how other organizations can
achieve high performance levels and use the same information to improve performance.
This process is completed in the following steps.
•plan
•Information gathering
• Data analysis
•Implementation
•monitoring
Ah
ZYTEC uses benchmark tests to reach the highest level in the market. This benchmark test has
been run by many leading companies including IBM, Walmart, Sony, Procter & Gamble, HP and
Fed .

3. Strategic Quality Planning:

ZYTEC's planning process absorbs customer quality and service needs and drives them across
 the organization and its suppliers. Through effective strategic quality planning, employees are
seen as an input to developing visions, missions, strategies and goals. This allows employees to
accept and support strategic quality plans. Strategic quality planning has a positive correlation
with operational performance, inventory management performance, social performance,
customer performance, and market performance.

4. Human Resource Utilization:

Therefore, organizations have established a positive working environment based on trust, good
customer service, teamwork and operational excellence. The ZYTEC leadership team
understands and invests in the needs of the organization's most important stakeholders and
employees:
✓ Employee empowerment
✓ Teamwork
✓ Reward and recognition
✓ Education and training
✓ Suggestion schemes

5. Quality Assurance of PRODUCTS and SERVICES:

This process is the process of using operations to transform an input into a high-quality output that
is evaluated by the customer. All tasks from receiving a demand / order to reaching the customer
are considered processes. The commitment to quality assurance and the need to change ZYTEC's
culture (to improve overall quality) surrounds this core. Commitment to quality includes
leadership. This is a fundamental step in implementing TQM in an organization where all
members are fully committed to their goals.
Supplier Partnership:

ZYTEC is committed to open communication and true partnership with our suppliers. Suppliers
not only provide raw materials, but also the ability to improve technology and processes, design
services and layouts. This allows you to reduce costs, speed marketing, reduce production time,
improve quality, and provide your company with a long-term, sustainable business. For
suppliers. For many years, suppliers have been called partners, and without a company there is
no supplier, and without a supplier the company is closed, so the company is interdependent with
its partners.

6. Quality Results:

Based on customer data and information, ZYTEC continuously defines, monitors and improves
the most relevant customer performance indicators. This category examines company
performance and improvement in several key business areas, including customer satisfaction,
product and service performance, financial and market performance, workforce, and operational
performance.

7. Customer Focus:

ZYTEC understands its customers. Successful customer-centric efforts allow us to arrange

production according to customer needs, expectations and complaints. After meeting customer
expectations, customer satisfaction will increase and company sales and market share will also
increase.

Continuous Improvement Process:

Continuous improvement is "a process of continuous, continuous innovation throughout the

company."

The process of continuous improvement is the basis of the TQM concept, and ZYTEC considers
the customer to be the most important part of the production line, so develop operations and

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business processes to ensure that the customer's expectations are met. Is very important. Various
tools were used in this improvement process, including:,

1) Just in time (JIT):

According to Graham's definition, "JIT is a management concept or technical toolbox
based on significantly improving operational efficiency by reducing inventory levels,
shortening delivery times, and reducing overhead costs. A key element is the
participation of people who obtain support and consistency from all parties in the process,
logistics network to change operating procedures, production or service systems, or
organizational culture to utilize JIT.
Benefits of JIT include reducing waste, strengthening competitiveness, improving
working relationships among employees, establishing stronger and more reliable working
relationships with suppliers, increasing profits and improving customer satisfaction.

2) Six Sigma:
It is best described as a business improvement method that seeks to eliminate sources of
manufacturing and service process defects and errors by focusing on the outputs that are
important to the customer and the clear economic return to the organization. . Analytical
tools are common to all quality work (including Six Sigma). Other widely used tools are
failure modes and impact analysis and experimental design.
A successful implementation of Six Sigma is a combination of personnel and technical
methods.

Measuring TQM performance In ZYTEC:

Implementing TQM is not easy and there are costs associated with it. These performance
indicators play a major role in the success or failure of a company. Understand ZYTEC's
performance through levels of employee interaction, team improvement, customer complaint
level, customer loyalty, defect reduction rate, machine failure rate, supplier quality performance,
and supplier relationships You can learn some basic methods. There are various models that
measure the performance of TQM success, and the Malcom Baldridge National Quality Award
framework is very similar to TQM.

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 Baldrige Performance Excellence Standard Framework contains 7 categories to help businesses
achieve excellence:

1. Leadership

2. Strategic Planning

3. Customer focus

4. Measurement, Analysis and Knowledge Management

5. Human resource focus

6. Operations focus

7. Business results

By assessing ZYTEC's quality standards and performance, as well as employee participation

and customer satisfaction, we see that ZYTEC applied the MNBQA standard and
determined 14 points to achieve TQM as described above.

Features of successful total quality control

The Sudanese industry arrived at TQM very late. This may be due to the tendency to easily
put aside new things in management or to see TQM as fashion.
While continuous improvement is not a trend, running a company properly is a necessary part of
management's obligations.

SUDANESE public sector and private companies

There are very few cases in the Sudan industry and quality control functions / teams within the
organization can get the required sponsorship from the organization's decision makers. On the
other hand, although these organizations plan to implement a quality certification program or
have already implemented a quality certification process, most organizations have very limited
quality control functions within the organization. In some cases, the organization's quality
control / functional departments do not have the right expertise and cannot convince management
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what it can actually provide.

As examples E-Government in Sudan can enable through the following:

A. Education:

Online or electronic management of schools and institutions can enable and accelerate the
exchange of information between schools and local education management departments, state
education departments, and federal education departments.

B. Health field:

The introduction of e-government increases the potential for clinical information automation in
hospitals, resulting in electronic medical records and online emergency desks, and digitizing
prescriptions and medical certification cycles.

SUDAN E-GOVERNMENT CHALLENGES:

According to the United Nations report on the 2010 and 2012 e-Government Development Index
and the World e-Government Development Ranking, Sudan's 2010 index was 0.2610, ranking
154th in the world. Based on these figures, Sudan does not appear to be rocking and e-
government is increasing in value in most countries in the same region (Tunisia, Algeria,
Morocco, etc.). There are many challenges and obstacles to implementing e-government projects
in developing countries, and a brief description of each challenge:

1. Senior management does not require a systematic measurement of customer satisfaction

and training programs.
2. . Lack of training programs to improve worker skills and participate in quality improvement
activities.
3. The organization did not pay sufficient attention to return cases and did not associate such
cases with customers.
4. Many organizations do not engage suppliers when improving their products. It is generally
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 difficult for suppliers to meet the requirements of their organization.
5. Insufficient teamwork facilitator and team building skills.
6. Salary adjustments are not commensurate with the job because there is no systematic way
to evaluate workers. Appreciation for worker contributions is not clear.

Reasons of and Barriers to TQM Practices in Sudan:

1. Leadership:

The limited vision of leaders has hindered quality control activities in the Sudanese industry. As
you know, leaders determine the actual workings of an organization, so quality functions cannot
be implemented in an organization unless they purchase quality as a critical tool for their
sustainability. In short, a visionary leadership style is essential.

2. Organizational Reporting Hierarchy:

Quality control relies on standardization and reproducibility of best practices, which in turn relies
heavily on process engineering and documentation. This confuses quality professionals in
implementing quality and engineering design. B) Often, subordinates of quality control
departments and staff within the organization report that quality needs to be controlled. In
addition to this, this arrangement does not allow quality control personnel to actually determine
the weaknesses of a particular individual.

3. Focus on Product, Projects and Processes Only:

As mentioned above, Sudan quality control is limited to improving the quality of products,
projects and processes. This is a big setback as people's qualities are completely ignored.
The limited management vision is the main reason to ignore human quality control. The main
consequences of ignoring staff quality are inadequate employee satisfaction, lack of motivation,
unskilled employees, and other issues related to general human resource management.

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 4. Availability of Local HR Suitable for Quality:
Many quality experts in Sudan believe that local people are not trained in quality control activities
in most industries.
The main deficiencies related to quality control of local personnel are:
Lack of required knowledge of computer science, areas of software engineering and quality
control, inadequate technical writing and documentation skills, lack of knowledge of soft skills,
general administration, language, communication.

5. Organization’s Long Term Goals, Objectives, Mission(s) and Vision:

First, most organizations do not have clear long-term or short-term goals, objectives, missions,
and visions. Most of these are undefined, so no one can understand their role and performance
criteria in the organization. Some organizations define tasks, visions, goals, or goals, but, as
mentioned above, do not define the relationship between goals and vision. In most organizations,
vision, mission, purpose, and goal do not adopt quality as an important consideration parameter.

6. Transparency:

From the perspective of everyone's knowledge, transparency is essential to the healthy working
environment of an organization. The working environment in Sudan has transparency issues.
Because people often want to hide information from each other to make their boss as happy as
possible.

7. Quality Management Staff Member’s Career:

In most organizations, quality control employees have no career development or development

options. Simply put, employees in the field of quality control typically do not get any
improvement and do not offer many options for overall career development. The reason behind
this phenomenon is that business owners of Sudanese companies generally do not view quality
control as a critical area / function within their organization. Lack of management responsibility
for quality control functions can lead to the negligence of the management of quality and quality
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 control personnel.
Successful quality certification will be awarded to quality control personnel
In some cases, employees may not be dismissed directly. In such organizations, quality personnel are
often frustrated to leave the organization. Very few case organizations with quality certifications retain
and benefit their employees. The reason why the organization's management takes this terrible behavior
is very similar to the other points above.
In essence, quality concerns and management commitment are the core drivers of this behaviour. In
addition to this, managers of most organizations believe that quality control is a secondary task.

8. Quality is Subjective:

Most quality control professionals in Sudan believe that the general understanding of staff is that
quality is primarily subjective and theoretical. Quality is certainly subjective, but when it comes
to quality sub-functions such as quality engineering, control, monitoring, implementation, and
other sub-functions, quality is very objective. This attitude complicates the work of quality
control personnel.

9. Team Work:

Sudan quality control experts believe that lack of teamwork seriously disrupts quality control
procedures. Reasons for lack of teamwork include office politics, dissatisfaction with work, and
lack of employee motivation. Most importantly, your boss and team members cannot evenly
distribute benefits / rewards within your team.

10. Change Management:

As you know, change is very important to any organization, and change management is also very
important. The change management process not only controls changes in organizations, work
products, projects, processes, work methods, and procedures, but also includes change
management of personal attitudes, beliefs, and behaviors. In Sudan, employees typically resist
change. The organization's lack of change control over people, products, projects, teams,
processes, and procedures is due to three reasons.
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The first reason is that change management professionals are not used to how to implement
changes. These two reasons are due to the lack of expertise of change agents or quality control
personnel. The third reason for lack of change control is a commitment to improvement, which is
fundamentally reduced within the organization.

11. Trainings:

The quality control process relies heavily on training. Therefore, you need to manage your
training effectively and achieve the desired results. Unfortunately, quality control is not
considered a key activity in Sudan, so supervisors and employees within the organization do not
engage in quality control training.
12. Staffing & Recruitment:

Comprehensive quality management, in addition to various aspects, requires great importance to

personnel management. One of the aspects of human resources management is that people within
an organization need to have the right skills, expertise and attitude. When we use the term "right
person," we essentially mean not only people with the right expertise, but also people with the
right attitude and skills. Most employees do not have the right knowledge of engineering,
management and soft skills. It can be said that the staff has knowledge based on the depth of the
area, but knowledge based on the area is also essential. These issues typically interfere with
quality and human resources management activities within the organization.

13. Understanding of Quality Management Sub Functions:

A common problem found by many quality professionals is that industry employees and quality
managers often do not understand the various sub-functions of quality control. In this regard,
there is confusion about quality control, quality monitoring, quality control, quality monitoring,
quality implementation, quality engineering, etc. Lack of knowledge of such basic knowledge
hinders basic quality control and improvement of the whole organization.

14. Resource Conflicts:

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In most Sudanese organizations, there is usually no dedicated quality control personnel. In
addition, resource competition is also common for general staff, who are always confused about
how they manage their core work and their focus on quality.
Resource competition reduces the productivity, efficiency and effectiveness of quality control
procedures.

15. General Mismanagement:

Furthermore, it is really up to the administrator to determine the overall performance and

capabilities of the organization. Quality control functions rely heavily on the commitment and
sponsorship of management and the appropriate management vision for its success.

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Conclusion:

TQM uses a holistic and ethical approach to continually improve products / services or processes
involving all stakeholders to satisfy customers and improve performance and sustainability It is a
company to do. The results show that overall TQM practices can improve all performance
indicators.
ZYTEC can use existing resources to produce more products by increasing customer attention
and streamlining workflow. As internal and external customer awareness increases, people are
increasingly paying attention to the work that needs to be done to meet their needs and
expectations, thereby increasing profitability by increasing customer retention. I am raising.
market share. By improving communication and teamwork, ZYTEC has a good relationship
between management and employees. One of the solutions to a successful total quality control is
continuous improvement by training the employees of Sudanese companies. Continuous
improvement is the process of identifying, analyzing, and resolving issues related to the testing,
implementation, and learning processes. With the proper training provided by the employer, the
specialized skills to complete and complete the job are sometimes increased. Through the
training provided, employees can gain a deeper understanding of their day-to-day operations and
achieve a comprehensive quality control success for the company or any industry. So why do we
need continuous improvement?
This is for active and passive reasons. Active rationality is necessary for our own vision of how
we can improve in the future and stay competitive in the future, while passive rationality focuses
on the customer and the company itself.
Remember inventory management performance, innovation performance, social responsibility,
leadership efforts to improve market and financial performance, knowledge and process
management practices. Successful training improves operational performance, employee
performance, customer performance, successful supplier quality control and increased social
responsibility.
Total Quality Management (TQM) is efficiency and effectiveness. Efficiency means the
tendency to work without wasting time, money or resources. Construction efficiency at work
comes from practice. Only practice can make a man perfect. Efficiency means the accuracy,
precision, and dexterity of a particular task.
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