CONTROL CHARTS FOR

ATTRIBUTES
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LECTURE 16 NOTES
CONTROL CHARTS FOR ATTRIBUTES
Purpose of the p-chart
The purpose of p chart are:
To discover, identify and correct causes of bad
quality
To discover, identify and correct the erratic
causes of quality improvement
To discover the average proportion of
defective articles submitted for inspection,
over a period of time.
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CONTROL CHARTS FOR ATTRIBUTES
To suggest where it is necessary to use and
R charts to diagnose quality problems.
To determine the average quality level.
np Chart
Generally p and np-charts are quite the same.
Whenever subgroup size is variable, p-chart is
used. If subgroup size is constant, then np
(also known as pn) chart is used.
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CONTROL CHARTS FOR ATTRIBUTES
When and why np chart is preferred over p
chart?
When subgroup size is constant, the np-chart
is preferred over p-charts
Reasons:
i. The np-chart saves one calculation for each
subgroup, the division of number of rejects
by subgroup size to get p.

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CONTROL CHARTS FOR ATTRIBUTES
ii. Some people may understand the np-chart
more readily.

Control Limits for np-chart:
Control limit or central line, CL
np
= n
Upper control limit, UCL
np
= n + 3 n
and
Lower control limit, LCL
np
= n - 3 n

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CONTROL CHARTS FOR ATTRIBUTES
Where = Average fraction defective = ,
and
n = Number of items inspected in subgroup.



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CONTROL CHARTS FOR ATTRIBUTES
3.7. 19 cChart
In the cChart (c for count), the number of
defects in the sample are plotted over time.
The c-chart applies to the number of defects
in a subgroup of constant size.
The p and np-charts control the fraction
defective in the product whereas the c-chart
controls the number of defects in the product.
In other words, the control chart for

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CONTROL CHARTS FOR ATTRIBUTES
defects is called as c-chart.
The c-chart is based on Poisson distribution.
The situations where c-chart can be used are:
i. Number of typographical errors on the
printed page.
ii. Number of defective rivets in an automobile
body.
iii. Number of rust spots on steel sheets.

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CONTROL CHARTS FOR ATTRIBUTES
iv. Number of defects such as cracks, block
holes, undercuts, etc., in a casting or a
welded piece.
Control Limits for c-chart
Let c = Number of defects, and
n = Number of samples.
Then, Average number of defects,
=
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CONTROL CHARTS FOR ATTRIBUTES
=
Control limit or central line, CL
c
=
Upper control limit, UCL
c
= + 3
And
Lower control limit, LCL
c
= - 3
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CONTROL CHARTS FOR ATTRIBUTES
3.7. 20 u- Chart
When the subgroup size varies from sample to
sample, then the u-chart is used.
u-chart controls the number of defects per
unit
Control limits for u-chart
In u-chart, the control limits will vary from
sample to sample.

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CONTROL CHARTS FOR ATTRIBUTES
= =

Therefore, control limit or centre line, CL
u
=

Upper control limit, UCL
u
= + 3
and
Lower control limit, LCL
u
= - 3
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CONTROL CHARTS FOR ATTRIBUTES
3.13. 12 COMPARISON BETWEEN VARIABLE
CHARTS AND ATTRIBUTE CHARTS
Table 9.2 compares the variable and attribute
charts
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THE SIX SIGMA PRINCIPLE
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3.8 The Six Sigma Principle
Learning Objectives:
Understand the concept and the scope of six
sigma principle
Appreciate the need of six sigma principle
Explain the six sigma process
Understand the role of six sigma in quality
improvement.
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3.8 The Six Sigma Principle
3.8.1 What Is Six Sigma?
Six sigma stands for six standard deviation from
mean (sigma is the Greek letter used to represent
standard deviation in statistics).
Six sigma, similar to Zero Defect (ZD), is a
philosophical benchmark or standard of
excellence proposed by Philip Crosby.
Six sigma methodology provides the techniques
and tools to improve the capability and reduce
the defects in any process.
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The Six Sigma Principle
It was started by Motorola in 1987, in its
manufacturing division.
Six sigma strives for perfection. It allows for
only 3.4 defects per million opportunities (or
99.999666 percent accuracy). Here a defect
can be anything from a faulty party to an
incorrect customer bill.
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The Six Sigma Principle
Six sigma improves the process performance,
decrease variation and maintains consistent
quality of the process output. This leads to
defect reduction and improvements in profits,
product quality and customer satisfaction.
Six sigma incorporates the basic principles and
techniques used in business, statistics and
engineering.
The objective of six sigma principle is to achieve
zero defects products/ process. It allows 3.4
defects per million opportunities.
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The Six Sigma Principle
3.8.2 WHY DO WE NEED SIX SIGMA:
(Three sigma quality is not enough. Why?)
We know that, the three sigma quality, i.e.,
the natural variability (x 3) is equal to
tolerance (= upper specification limit
lower specification limit). It means, in
normal distribution curve, only 0.27% of
the output would be expected to fall
outside the specification limits.
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The Six Sigma Principle
The real meaning of 3 concept:
A medium aircraft consists of 10,000
different parts. At 3 quality, 27 of those
parts in an assembled aircraft would be
defective. So three sigma quality level
cannot be accepted as good enough
quality level. So we have to increase the
sigma level (i.e., reducing the number of
defective).
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The Six Sigma Principle
In fact, even four sigma quality level is
also not sufficient for the aircraft case.
Thats why six sigma quality level is
preferred than 3 and 4 quality levels.
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The Six Sigma Principle
3.8.3 The Concept of Six Sigma
Before studying the concept of six sigma, first
let us re-introduce the concept of process
capability ratio (C
p
).

Process capability ratio C
p
= =
See Fig. 10.1


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The Six Sigma Principle
Process capability ratio measures how well the
product requirements match with the process
capabilities.
Fig. 10.1 illustrates different cases of process
variability as compared with design
specifications.
When there is shift in the process average by
1.5 ( i.e., changing the centre line position),
then the non-conformity (i.e., defects) levels
vary. To allow such shift, high values of C
p
are
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The Six Sigma Principle
needed. Fig. 10.2 indicates the concept of six
sigma quality, which allows the mean to shift
at most 1.5 from the specification mid-
point. The area under the shifted curves
beyond the six sigma range is only
0.0000034, or 3.4 parts per million.
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The Six Sigma Principle
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The Six Sigma Principle
Table 10.1 below shows the revised parts per million
(ppm) levels with 1.5 process mean shift.

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The Six Sigma Principle
3.8.4 Six Sigma Process
The five-phase approach to achieve the six-sigma
state is illustrated in Fig. 10.3
Motorola prescribes the following six steps to
achieve the six sigma state.
Step 1: Identify the process you create or service
you provide.
Step 2: Identify the customers for your product or
service and determine what they consider
important.
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The Six Sigma Principle
Step 3: Identify your needs to provide the
product or service that satisfies the customer
Step 4: Define the process for doing the work
Step 5: Mistake-proof the process and eliminate
waste effort.
Step 6: Ensure continuous improvement by
measuring, analyzing and controlling the
improved process
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The Six Sigma Principle
3.8.5 Scope of Six Sigma Principle
Though the six sigma concept is originated from
manufacturing field, now it is applied to non-
manufacturing processes also. Today one can
apply six sigma to many fields such as
services, medical and insurance procedures,
call centres, etc.
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NEW SEVEN MANAGEMENT
TOOLS
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3.9 NEW SEVEN MANAGEMENT
TOOLS
Learning Objectives
Identify and understand the new seven
management tools
Appreciate the purpose of each management
tools
Learn to construct/use all management tools
Select appropriate tools for different
applications
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Adapt new management tools to troubleshoot
quality problems
Learn how to generate innovative ideas and to
apply statistical thinking to quality
improvement.
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TOOLS
3.9.1 Introduction
In addition to the seven statistical tools, the
seven management tools are used for quality
improvement. The seven management tools
and their purposes are tabulated below:
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TOOLS
S/No
.
Management Tools Purpose
1. Affinity (KJ) diagram For synthesizing, classifying, organizing indefinite ideas.
2. Relationship diagram For isolating cause-and-effect relationships.
3. Tree diagram For deploying general concepts into details.
4. Matrix diagram For correlating in a logical form, in order to evaluate,
select, and decide.
5. Decision tree (PDPC) For identifying alternatives.
6. Arrow diagram
(PERT)
For planning
7. Matrix data analysis For quantifying relationships
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3.9.2 Affinity Diagram
What is it?
An affinity diagram is a tool to collect a large
amount of verbal expressions (ideas, opinions,
observations, etc) and organize them in
groups according to natural relationships
between individual items.
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Affinity diagram is also referred to as a KJ
diagram, after its inventor Jiro Kawakita.
Affinity diagram is a special kind of
brainstorming tool*
When do We Use it?
to provide a visual representation of large
amount of ideas.
to determine logical priorities.
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to extract the large amount of useful
information from few or scattered data, or
from unrelated ideas.
to understand and organize problems that are
not clear.
to create new concepts.
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3.9 NEW SEVEN MANAGEMENT TOOLS
How do we use it?
The step by step procedure for drafting an affinity
diagram is shown in Fig. 11.1

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Identify the problem and phrase it without biases
Sort cards into groups and discard those with no affinity
Label the groups and organize the cards under them to form chart
Brainstorm ideas and opinions, individually and record on the cards
Analyze the results and plan action-points
3.9 NEW SEVEN MANAGEMENT TOOLS
Example: As the management of a company,
construct an affinity diagram to improve the
motivation and labour productivity of the
employees using brainstorming sessions.
See solution on fig. 11.2 Affinity diagram.
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3.9 NEW SEVEN MANAGEMENT
TOOLS
3.9.3 Relationship Diagram (Or Inter-
relationship Diagraph)
What is it?
o The relationship diagram is a tool for finding
causes to a problem.
o The basic logic behind the tool is the same as
those of the cause and effect diagram.
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o The relationship diagram not only clarifies the
relationship between cause and effect but also
between the various causes.
o It is a graphical representation of all factors in
a complicated problem system or situation.

When do we use it?
The purpose of the relationship diagram is to
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TOOLS
generate a visual representation of the
relations between an affect and its causes as
well as the inter-relationship between the
different causes of the problem.
This tool can be used to:
a) Identify key problem from a list of important
problems;
b) Identify the root cause of existing problems;
and
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TOOLS
c) Identify key factors needed to make a
decision

How do we use it?
The steps for drafting the relationship diagram
are:
1. Identify and decide the effect of the
problem. Write it in the centre of a board and
enclose it in the dark bordered rectangle.
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TOOLS
2. Conduct brainstorming to identify the
immediate causes of effect. Note down these
causes in rectangle around the centre dark
rectangle.
3. Connect these immediate causes to the
effect by connecting the rectangles of the
causes to that of the effect with a line. The
line has an arrow pointing towards the effect.
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4. The element of the rectangle with the most
outgoing arrows will indicate the root causes.
Those one with the most incoming arrows
will be key outcomes or results.
Illustration: A typical relationship diagram
illustrates the various causes for inability to
increase companys market share, as shown in
Fig. 11.3
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3.9 NEW SEVEN MANAGEMENT
TOOLS
3.9.4 Tree Diagram
What is it?
A tree diagram systematically breaks down a
topic into its components elements, and
shows the logical and sequential links
between these elements.
The tree diagram systematically outlines the
complete spectrum of paths and tasks that
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TOOLS
must be carried out to achieve a goal.

When do we use it?
The purpose of the tree diagram is to explore
the ways and means to achieve the objective,
develop a list of alternative means and to
present them in visual understandable form.
It helps to develop a systematic, step by step,

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strategy to achieve an objective.

How do we construct it?
The step by step procedure for constructing the
tree diagram is shown in Fig. 11.4
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Fig. 11.4 Steps for drafting a tree diagram
State the problem to be studied
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Brainstorm
All possible causes (for why-why diagram)
Or
Methods of addressing the problem
(for a How-How diagram)
Identify and list the primary,
Secondary and tertiary means
From brainstorm
Arrange and rearrange the elements
In proper order in boxes
3.9 NEW SEVEN MANAGEMENT
TOOLS
Illustration: The tree diagram drawn in Fig. 11.5
shows, how to improve customer relations for
any organizations to survive and succeed.
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3.9 NEW SEVEN MANAGEMENT
TOOLS
3.9.5 Matrix Diagram
What is it?
A matrix diagram is a tool that is used to
systematically organize information that must
be compared on a variety of characteristics in
order to make a comparison, selection or
choice.
It is a tool which depicts the relations between
two sets of factors in the form of a table or a
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TOOLS
matrix.
Matrix diagram, sometimes referred as a
quality table, is the starting point in building
a house of quality*
When do we use it?
The matrix diagram is used to show relations
between individual items in two sets or
factors.
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For example, this diagram can be used to
understand relations between customer
satisfaction and product characteristics,
between complaints and product groups,
between complaints and geographical regions,
between a products performance in the
market and promotional inputs into it and so
on.
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TOOLS
How do we use it?
The steps for drafting a matrix diagram are:
1. First decide on the two sets of factors to be
compared.
2. Place the main factors (say, features)
vertically on the left hand side of the matrix
and the dependent factors (say
characteristics) horizontally on top of the
matrix.
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3. In the main body of the matrix, place
appropriate symbols at the intersecting
square boxes denoting the relationship
between the two factors.
4. Now score relationships and select most
important relationship for analysis.

Illustration: We are interested in designing
handlebar stem for a mountain bike. Begin
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TOOLS
this process, by drawing a matrix diagram
showing the relationship between the
customer requirements (Whats) in a
handlebar stem and its technical descriptors
(Hows).
Solution: The matrix diagram for designing a
handlebar stem for a mountain bike is shown
in Fig. 11.6
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3.9 NEW SEVEN MANAGEMENT
TOOLS
3.9.6 Process Decision Programme Chart (PDPC)
or Decision Tree
What is it?
A Process Decision Programme Chart (PDPC),
also known as Decision tree, is a planning tool
to outline every conceivable and likely
occurrence in any planning.
The PDPC forces proactive thinking on what
can go wrong with ones plan and what would

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one do to overcome the effect of such adverse
occurrences.
In other words, this tool helps to anticipate
undesirable occurrences and enables one to
prepare with plans to neutralize their effect.
When do we use it?
The PDPC is useful when one wants to plan all
possible chains of events that might occur
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during a project.
This tool is particularly used in new product
development, building and equipment, and
data processing programs.
This tool is widely used in decision making
when the task is new, complex and unique.
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How do we construct it?
The steps for constructing the PDPC chart are:
1. First, prepare a normal flow chart of the
process with all expected events as steps in
the chart.
2. Identify the various possibilities of the
process not going as per the plan due to any
abnormal occurrences.

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3. Write these occurrences on the flow chart
through branching at appropriate locations.
4. Now identify the ways and means to counter
the effect due to abnormal occurrences.
5. Write these counter-measures in rectangles
connecting the corresponding abnormal
occurrence on one side and the process
objective on the other. See Fig. 11.7
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TOOLS
3.9.7 Arrow Diagram
What is it?
An arrow diagram is a graphic description of
the sequential steps that must be completed
before a project can be completed.
The PERT (Program Evaluation and Review
Technique) and CPM (Critical Path Method)
charts are the best known arrow diagrams.
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TOOLS
It is a planning tool that determines the
critical path of a process or a project.

When do we use it?
The main purpose of the arrow diagrams are:
i. To show the paths to complete a project;
ii. To find the shortest time possible for the
project; and


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TOOLS
iii. To display graphically simultaneous activities.
The arrow diagram is indispensable for long-
term projects, such as the construction of a
plant or the development of new products.

How do we construct it?
The steps for constructing an arrow diagram are
outlined in Fig. 11.8
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Fig. 11.8 Steps for drafting an arrow diagram
Identify and list each activity
to be done in the project
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Determine the sequence of activities
Construct a network reflecting the
precedence relationships
Write the activity time under
arrow leading from it
3.9 NEW SEVEN MANAGEMENT
TOOLS
Illustration: Construct an arrow diagram i.e.,
CPM network for the following data:

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Activity Designation Immediate
Predecessors
Time in Weeks
Design
Build prototype
Evaluate equipment
Test prototype
Write equipment report
Write methods report
Write final report
A
B
C
D
E
F
G
-
A
A
B
C,D
C,D
E,F
16
6
7
3
4
7
2
3.9 NEW SEVEN MANAGEMENT
TOOLS
Solution: The arrow diagram can be constructed
as shown below in Fig. 11.9

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A
C
B D
G
E
F
16
6 3 4
2
7 7
3.9 NEW SEVEN MANAGEMENT
TOOLS
3.9.8 Matrix Data Analysis Diagram
What is it?
A matrix data analysis diagram is very much
similar to a matrix diagram with a difference
that numerical data is used instead of symbols
indicating the existence and strength of
relationship.
It is the only tool among the New Seven

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TOOLS
Management Tools which uses numerical
data and produces numerical results.

When do we use it?
The purpose of matrix data analysis diagram is
to present numerical data about two sets of
factors in a matrix form and analyze it to get
numerical output.
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This tool is used in Principal Component
Analysis where only two characteristics can
be studied at a time.
This tool is advantageous in studying the
parameters of production processes, in
analyzing market information, in finding links
between numerical and non-numerical
variables and so on.
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How do we construct it?
The steps for constructing a matrix data analysis
diagram are outlined in Fig. 11.10 below.


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Decide the two factors whose relations are to be analyzed
Check the number of individual items in the two factors
Prepare a matrix to accommodate all items of the two factors
Enter numerical data in the matrix
Analyze the final results
3.9 NEW SEVEN MANAGEMENT TOOLS
Illustration: Fig. 11.11 illustrates the matrix data analysis
diagram for shampoo brands on different characteristics.


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BENCHMARKING
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4.0 BENCHMARKING
Learning Objectives:
Understand the concept of benchmarking
Appreciate the reasons to benchmark
Acquaint with various types of benchmarking
Learn and adapt the various steps in
benchmarking process
Appreciate the benefits and pitfalls of
benchmarking

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4.0 BENCHMARKING
4.0 Introduction
Benchmarking is the process of determining
who is the very best, who sets the standard,
and what that standard is. In cricket, one
could argue that two consecutive world cup
championships made the Australian Cricket
Team the benchmark.
Benchmarks and benchmarking can provide
the answers to the following questions of an


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4.0 BENCHMARKING
organization:
How are we doing?;
How do we compare with others?;
Are we tracking the right measures?;
Are we making progress fast enough?;
Are we using the best practices?.
Benchmarking can provide them with data to
show what can be achieved and how can be
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4.0 BENCHMARKING
achieved. Thus benchmarking is a systematic
method by which organizations can measure
themselves against the best industry practices.
In more conventional terms, benchmarking
can be defined as measuring an organizations
performance against that of best-in-class
companies, determining how the best-in-class
achieve those performance levels.
The essence of benchmarking is the process of
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4.0 BENCHMARKING
barrowing ideas and adapting them to gain
competitive advantage. Therefore it is a tool
for continuous improvement.
4.1 Benchmarking: What is it?
American Productivity and Quality Centre had
defined the benchmarking as the process of
identifying, understanding, and adapting
outstanding practices and processes from
organisations anywhere in the world to an

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4.0 BENCHMARKING
organisation to improve its performance.
David Kearns defines benchmarking as the
continuous process of measuring products,
services and practices against the toughest
competitors or those companies recognized as
industry leaders.
Thore defines benchmarking as the
systematic comparison of elements of

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4.0 BENCHMARKING
performance of an organization against those
of other organizations, usually with the aim of
mutual improvement.
Benchmarking concept: The concept of
benchmarking is illustrated in Fig. 12.1
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4.0 BENCHMARKING
Fig. 12.1 Benchmarking concept
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What is our present
performance level?
How do we do it?
What are others
performance levels?
How did they get there?
Breakthrough
performance
Creative
Adaptation
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4.2 Reasons to Benchmark (Objectives of
Benchmarking)
The important objectives of benchmarking are:
1. Benchmarking aims at a goal setting process
to facilitate comparison with the best.
2. It aims at motivating and stimulating
company employees towards the goal of
continuous quality improvement.

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3. It aims at external orientation of the
company.
4. It aims at identifying a technological
breakthrough.
5. It aims at searching for industry best
practices.

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4.2.1 Types of Benchmarking
Classification Based on the Object to be
Benchmarked
1. Product Benchmarking
This refers to comparison of different features
and attributes of competing products and
services.
It is done through either engineering analysis
or through analysis of perception of
customers.
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It is also called as customer satisfaction
benchmarking or customer value profiting
It can help in identifying activities where
improvement is possible.
2. Performance Benchmarking
This refers to comparison of performance
indicators related to a business as a whole or
to th group of critical activities or processes.
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It measures all the different kinds of system
performance variables such as efficiency,
effectiveness, productivity, quality, flexibility,
profitability, etc.
It is a very important tool to identify different
functional areas where scope for
improvement is high.
It also provides external feedback to the
concerned persons involved in the process or
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in any of the constituent activities.
3. Process Benchmarking
This refers to comparison of processes.
It identifies a more effective and efficient
process to be implemented.
4. Strategic Benchmarking
This refers to examining competitive position
in the market place.

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It helps the company to study the business
strategy of another successful business and
use the strategy for becoming more
competitive.

Classification Based on the Organizations
Against Whom One is Benchmarking
1. Internal Benchmarking: It refers to
comparison of performance between
departments, plants,
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subsidiaries, etc., within the organization.
2. Industry Benchmarking: It refers to
comparison of performance by the
organizations producing the same class of
products and services.
3. Competitive Benchmarking: it refers to
comparison of performance against direct
competitors.
4. Best-in-class Benchmarking: It refers to
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Comparison of performance with best
practices prevalent in an organization
irrespective of products and services.
5. Relationship Benchmarking: It refers to
comparison of performance with the
benchmarking company which already has a
relationship like customer-supplier relations,
joint venture arrangement, etc.
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4.3 Benchmarking Process
There are many versions of benchmarking
steps used by very successful organizations.
The AT and T company has 12 steps,
Xerox uses 10,
Alwa has 6, and
others recommend 7 or 8 steps.

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Thus organizations adapt the process to best
fit their own needs and culture. However the
benchmarking process proposed by Robert C.
Camp (1989) is most widely used.
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4.3.1 Steps in Benchmarking Process
Fig. 12.2 illustrates the twelve steps in
benchmarking process (proposed by Robert C.
Camp)
Phase 1: Planning
The planning phase involves three steps:
To identify
(i) what is to be benchmarked
(ii) To whom or what shall we compare; and
(iii) how will the data be collected


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Step 1: What can be benchmarked (i.e.,
Deciding what to benchmark)
Benchmarking can be applied to any business
or production process.
During this step, determine which functions,
tasks, processes, or activities within the own
organization will be subjected to
benchmarking.
Appoint a benchmarking team that will pilot
the activity within the organization.
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In this stage, formulate the project goals;
determine the data to be collected; and
prepare a tentative list of questions.
Step 2: To whom or what we compare
(identifying benchmark partners)
Identify the world-class or leading edge
companies that have a similar product or
process.
Important criteria for the selection of
benchmark partners are: The partners should
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Step 3: Determine data collection method and
collect data.
Gather both qualitative and quantitative data
about the process performances of partners
based on interviews, surveys, and
consultation of contacts and technical
magazines.
Examine the process and underlying working
methods of partners.
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Phase II: Analysis
The analysis phase involves a careful
undertaking of current process
practices as well as those of
benchmarking partners. This phase
consists of the following two steps:
Step 4: Determine the current performance gap
Determine the gap between the
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performance level of the organization and
that of its benchmark partner.
After the data is gathered, measured,
and analyzed, compare these to the
data of the own organization. Based on
this, determine the current
performance gap between the own
organization and that of the benchmark
partner.
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Document the differences in underlying
working methods and the causes of the
differences in performance.
Step 5: Project future performance levels
The gap is a projection of performance.
Therefore the performance will change
as industry practices change. So keeping
the future in mind, project the
performance levels.
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Phase III: Integration
Integration is the process of using
benchmark findings to get operational
targets for change. It involves careful
planning to incorporate new practices in
the operation and ensures that
benchmarking findings are incorporated
in all formal planning process. This
phase consists of the following two
steps:
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Step 6: Communicate benchmark findings and
gain acceptance
Demonstrate the benchmark findings to
the management for their acceptance.
Communicate the benchmark findings
to all organizational levels to obtain
support, commitment and ownership.
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Step 7: Establish functional goals
On the basis of communicated data and
acceptance of analysis, establish the
functional goals and achieve them through
the benchmarking process.
Phase IV: Action
The action phase encompasses the
following three steps:
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Step 8: Develop action plans
Transform the functional goals into concrete
action plans.
The action plans should answer the following
questions: when should, which action, with
which, goal be implemented?; How can
changes successfully implemented?; who does
that?; in which way?; who is responsible for
the implementation of the different actions?
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Step 9: Implement specific actions and monitor
the progress.
This step relates to the execution of
improvement actions and introduction of
changes.
Constantly monitor the implementation of
actions for successful execution.
Step 10: Recalibrate benchmarks
The updating may require the recalibration of
the competitive benchmarking data. Since
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benchmarking is a continuous quality
improvement tool, recalibrate the benchmarks
again and again.
Phase V: Maturity
Maturity phase would be reached when best
industry practices are incorporated in all
business processes. This maturity phase is
reached through the following steps:
Step11: Attain the leadership position
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Step 12: Integrate practices into the process

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