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D2D A Quality Winner’s Approach to Benchmarking

D2D A Quality Winner’s Approach to Benchmarking Design to Distribution Ltd (D2D) is a wholly owned subsidiary of the ICL group. It gained this status in 1993, having previously been ICL Manufacturing Division. Since 1991 it has strategically penetrated the contract manufacturing market and now aims to provide a total electronics manufacturing service to external customers. It has developed a total solution capacity whereby it is able to offer its customers expertise, advanced manufacturing technology, and purchasing power to enable them to release their capital and resources to concentrate on their core competences. D2D have an established total quality culture and have benefited significantly from the resultant enhanced customer satisfaction and reduced cost of non‐conformance. It constantly searches for process improvement tools and benchmarking is one tool D2D employs. However, D2D has concentrated benchmarking efforts on results‐driven studies carried out by consultants. Although this provides a useful introduction to benchmarking, the next step for D2D to achieve its goal of worldwide competitiveness is a more process‐driven approach. Reviews the construction of benchmarking projects previously carried out by D2D and suggests a tool to help overcome one of the main pitfalls of process‐driven benchmarking, that of appropriate process selection. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Benchmarking for Quality Management & Technology Emerald Publishing

D2D A Quality Winner’s Approach to Benchmarking

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References (1)

Publisher
Emerald Publishing
Copyright
Copyright © 1994 MCB UP Ltd. All rights reserved.
ISSN
1351-3036
DOI
10.1108/14635779410073292
Publisher site
See Article on Publisher Site

Abstract

Design to Distribution Ltd (D2D) is a wholly owned subsidiary of the ICL group. It gained this status in 1993, having previously been ICL Manufacturing Division. Since 1991 it has strategically penetrated the contract manufacturing market and now aims to provide a total electronics manufacturing service to external customers. It has developed a total solution capacity whereby it is able to offer its customers expertise, advanced manufacturing technology, and purchasing power to enable them to release their capital and resources to concentrate on their core competences. D2D have an established total quality culture and have benefited significantly from the resultant enhanced customer satisfaction and reduced cost of non‐conformance. It constantly searches for process improvement tools and benchmarking is one tool D2D employs. However, D2D has concentrated benchmarking efforts on results‐driven studies carried out by consultants. Although this provides a useful introduction to benchmarking, the next step for D2D to achieve its goal of worldwide competitiveness is a more process‐driven approach. Reviews the construction of benchmarking projects previously carried out by D2D and suggests a tool to help overcome one of the main pitfalls of process‐driven benchmarking, that of appropriate process selection.

Journal

Benchmarking for Quality Management & Technology – Emerald Publishing

Published: Dec 1, 1994

Keywords: Benchmarking; Competitiveness; Electronics industry; European Foundation for Quality Management; Matrix structure; Performance measurement; Process control; TQM

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