Government Youth Offending

Introduction The purpose of this dissertation is to see if the government policy for youth offending has reduced the amount of youth offenders and also if governments strategies are affective in order to tackle youth offending. Chapter 1 Define youth offending; what are youth offending and what crimes are classified as youth offending and what the major of youth crime activity is taken place. The change of crime in youths before and now. What is youth offending and what policies are used to deal with criminal activity youth offender. What types of crime are considered as offending for youth? What is Youth Offending?, Who Are Youth Offenders? Youth is considered in the criminal justice system a young person or child age from 10-17 as stated by the Youth justice board .A child or young person who breaks the Law and is guilty is classified as a youth offender. Youth crime can consist of different types of criminal actively such as anti- social behaviour, theft, assault and even murder. This is similar to adult crime as breaking the Law is considered as a criminal offence no matter the age. Youth crime can be proven to harm and be dangerous to the community. It could damage the future of the youth by having a life of crime. According to the House office Youth crime harms communities, creates a culture of fear and damages the lives of some of our most vulnerable young people (www.homeoffice.gov.uk) .The impact of youth crime has caused a disturbance within society which has resulted in policies changing quite often in order to overcome youth crime. Out of the youth justice system young could be a different margin for example from seventeen to twenty-one in general terms is classified as young In many countries crime committed by young people and children has become a major battle of politicians. Many politicians believe that youth offenders should be prepared to receive the punishment for the crime they have committed. According to (Simon,2000) politicians across the political spectrum have demanded that if a young offenders are prepared to do the crime they should also be prepared to do the time and that in some cases they should do this time in the same place as adults (Pitts,J. (2003).) The government have become aware of youth offending and are taking it much more seriously the previously. Punishment has been considered is the main way youths should suffer the same as adults for the actions. Young people and crime have many similarities with the adult offenders. Both adult and youth may have a balance between punishment, rehabilitation and deterrence and that between the rights and responsibilities (including the victims) of offender. ( Pitts,J. (2003). p71) there are different types of sentences from discharges to custody and fines depending on the offence. The England and Wales criminal justice system identifies young people aged between ten and seventeen are classified as youth and are dealt with in a different justice system which is called the youth justice system. Youth offenders have its own courts, custodial institutions, professional personnel and in many cases sentences ( Kirton, D. (2005)) This has become the main part in the youth justice system as children and young peoples mentality and understanding are different to adults so therefore children and young people may not be fully aware and fully at fault for the offence. Youth justice system is a system created so treatment is the main priority of young people and children who are suffering from welfare and other problems as educational, poverty and drugs etc. The youth justice system would consider that the evidence regarding the youth offender and decided what is the best punishment or treatment need which is going to benefit the youth. This is done mainly to prevent the youth from offending again by tackling the problems before it could mean the youth is less likely to offend again. Some organisations consider twenty one year olds or even up to twenty five or thirty as young but according to the youth justice system over seventeen years of age is considered full responsible for the offence so the criminal justice system would deal with the case of over seventeen people. The youth justice believe that youths aged from ten to seventeen are not in the full state of mind compared to an adult for example if a ten year old was to kill someone they would not be liable for a first degree murder due to they cannot distinguish between right and wrong. some groups believe that youths who commit a offence should have the same punishments as adults and others believe that youths at ages from ten to seventeen cannot full be responsible for the action (Jamie bugler case two ten years old killed a child younger then them) Youth policies in the justice system regarding youth offending are mainly set by the government which have installed the youth justice board during the years of 1998 and 1999. Policies were set before by the government and still are mainly but the youth justice board is there to make sure organisations who are trying to prevent youth offending are doing their jobs. Policies such as the Crime and Disorder act in 1998 which was a policy set by the government to create multi-agency panels in order to achieve effectiveness and efficiency. Standards had to be achieved as it was consider as the biggest shake up in the youth justice system according to Jack straw (Pitts,J. (2003). P88). Policies could benefit for and against for example policies regarding social, economical, health and welfare were seen as the main policies for organisations who worked for youth offenders to apply such as the Treatment of youth offenders. Then policies regarding tougher punishments were put in to action now a more multi-agency with treatment and also punishment depending on evidence policy is present. Were it would be considered by a panel which would decided what would be the best method for the youth offender not to re-offend. The main policies regarding youth offenders are introduced by the government s rules and regulations for youth organisations, new legislations and Laws. The youth justice system was introduced policies in force were changing quite often as punishment was the main type of sentence but due to children and adults having their differences (mental, economical, knowledge). Duty of care for children and young people should be considered as from research according to Derek Kirton it could be said that many youth offenders suffer from poor welfare, economical issues, family, health and educational problems. Accoutring to the Home office statistics levels of youth offenders you have these problems are quite high. Punishment may not be considered the best method to help youths in welfare problems. As a result of this future policies changed in order to prevent youth offending by offering treatment instead of punishment. Policies may change depending on research and results as improvement may not be visible. The youth justice system is a system that is created to deal with young people who have offended as it is believed that the young should be treated differently for the offence as young people are not fully aware and knowledgeable as an adult. This system was first introduced in the nineteenth century as pressure from groups by the media, religious, and welfare believed that children are less aware of the offences they commit then an adult. Before the youth justice system was developed young people and children were no different to adults as youths would also be sentenced to the adult jail. After a short period of time when there was no differences for youths and adults, industrial schools were introduced for seven to fourteen year olds convicted of vagrancy( Pitts,J 2003).) as Newborn 1995 stated .these industrial schools were to keep youths out of adult prisons due to the level of corruption and brutality in the adult prisons. Youths and children would stay in the industrial school like it was a jail just for young people and children. The system for youths started to change even more as industrial schools started to expand and more children and young people were held there. As a result of this pressures from political groups due to the increasing level of crimes among youths was getting out of control and media and many off the public became aware of this. Informal social controls and the drunkenness, vice, violence and crime to which gave rise (Pitts,J 2003). It became a major scare as many believed that the justice system and other groups cannot control this crisis. As this crisis was mainly for social controls the media, police and politicians main priority was to control and to remove the crisis. As the level of crime was rising the method of the industrial schools should how unstable the policies and strategies were. it shows that the strategies and the policies of punishment is clearly not working as crime is escalating . During this time punishment was tough unlike today where children and young people have they own justice system and are not as tough on punishment as it was around two centuries ago. Then youths and children were punished similar as how adults were .The social controls were out of hand and it was decided by the government to create committees which would concentrate on the treatment (Pitts,J 2003)of the youth offender instead of punishment. The government created two committees which were Gladstone committee and the Lushingto committee (Pitts,J 2003) these committees were created to be lesstough on youths offenders as they believed that treatment instead of punishment would reduce crime. This may perhaps be that what the government wants to do deal with the problem before it occurs for example a child or young person may offend due to problems at home or even educational problems as a result the committees would try to help children or young people over come this problem as if not treated then a youth may be in a condition where they are not fully aware of offending (need example to back me up) custody was also introduced by the government as the offender could be confined. Treatment was also only offered if there was enough evidence to support the fact that the child was affected by any of the following sciences consisting of paediatrics, child psychology, criminology and penology. This was a newer form of youth justice introduced by the youth justice system, but responsibility was held by the juvenile courts according to (Pitts,J 2003). Chapter 2 Historical context of youth offending, what were the previous strategies and how were they implemented? What are the current strategies (ones that are used now) and what strategies are being considered for the future. What are the objectives of the strategies? The Youth Justice System. What it is, how it is used, the benefits and the weakness of the system. What are the objectives of the governments youth justice strategies. What objectives have been achieved and what are the aims of the government to achieve the target. Have the government met the objectives if so how The aim of the youth justice system is to reduce this major problem of youth crime by building safer communities and to tackle the problem of social exclusion (Home Office, 2008). Social exclusion has led individuals and groups to suffer as it has partitioned them to participate with society activities due to their socioeconomic factors. Chapter 3 What and How effective are the current strategies in place to deal with youth offenders.figures that show Yots etc are working , Talk about organisations such Yots, parenting schemes and other methods used by the government .. The positives and negatives, such as cost etc. what they are doing to try and achieve their aim. Talk about some youth programmes set up in order to reduce crime. Yots mainly but look at other services . In order to tackle youth crime the government introduced the Crime and Disorder Act 1998 where Youth Offending Teams (YOTs) where introduced. These teams are multi-agency bodies with the primary aim of preventing offending by children and young people. Their aim is also to prevent young people from re-offending in which support is given to them by the YOTs (Bateman et al, 2005). One of the areas covered by youth offending teams is to tackle anti-social behaviour which includes harassment of residents or passers-by verbal abuse, criminal damage, vandalism, noise nuisance, graffiti, engaging in threatening behaviour in, large groups, smoking or drinking alcohol under age, substance misuse, joy-riding, begging, prostitution, kerb-crawling, throwing missiles, assault and vehicle-related nuisance (YJB, 2005 pg 5). The old youth justice, proved by the Audit Commission (1996) caused high levels of crime such as vandalism, thefts and burglaries. This system was confirmed to be inefficient and expensive as it resulted to a little being done to tackle youth crime and showed high levels of re-offending. The Audit Commission in 1996 established a report Misspent Youth where many recommendations were highlighted for the new youth justice (Goldson, 2000). The key recommendation in the report was to carry out intervening with youth in the early stages of their career so that their offending behaviour can be targeted. The White Paper No More Excuses also stated that YOTs will need to, Deliver community intervention programmes to make youngsters face up to the consequences of their crimes and learn to change the habits and attitudes which lead them into offending and anti-social behaviour. The programmes might adopt techniques such as: group work; family group conferencing and mentoring (Home Office, 1997) Chapter 4 Is the emphasis tough on crime or tough on comers of crime? Look at the punishment and sentencing, public perception look at differences like police want tougher laws on youths but social workers think education and rehabilitation programmes are better .look at the Hansard arguments and news articles to see. How effective are the current strategies in place. Are they reducing the level of crime among youths? Are there different punishments for youths? Level of youths reoffending. Look in to Suggestions instead of punishments Chapter 5 Which interest groups are involved in creating youth offending policies, look at statistics from 2002/03and 2006/07 and compare the data see if the rates are falling etc and which crimes where low and high. Argue for and against punishment and prevention and punishment and rehabilitation. See in the results if punishment becoming harsher is better than the welfare state before and what is happing now such as Multi Agencies. Also look at which types of youth offend and reoffend the reasons behind this. The statistics from 2002/03 compared with 2006/07. What is found and where should the YJS change and forces on etc. The main aim of the Criminal Justice System (CJS) is to prevent crime, the police alone have been relatively ineffective agents of crime prevention due to crime being a multi-faceted in both its causes and effects (Bateman, 2007). Multi-agency is a process that the Audit Commission believed would play a vital role to divert young people from the courts and prevent them from re-offending in which programmes set up by the Youth Offending Teams which will help them to change and also to face up to the harm caused due to their behaviour (Goldson, 2000). Local authorities (LA) gained a huge statutory responsibility in which they had to implement a multi-agency response to youth crime; previously it had been up to the LA to determine how they did so. The Crime and Disorder Act (CDA) required all local authorities with social services and education responsibilities to replace social services youth justice team (Burnett, 2005 pg 106) with Youth Offending teams. Each team consisted of representatives from the local probation and police services, health, education and social services (Burnett, 2005 pg 106). 14 pilot Youth Inclusion and Support Panels (YISPs) were set up in April 2003 by the Youth Justice Board. This was to target those who were likely to be at the risk of offending, the age range targeted was 8-13 year olds (Youth Justice Board, 2003). The Youth Justice Board (YJB) was first established in 1998 by the Labour Government in which their focus was on the Youth Justice System. YOTs are monitored by the YJB where their performance is measured and aims and objectives are given to them resulting to broad range of expectations that YOTs are supposed to fulfil hence a need for a broad range of expertise within the teams. It is essential for YOTs to develop efficient administration of justice so that when a young person breaks the law; their case is handled and dealt effectively and efficiently. It is vital for the offender to take responsibility for their offence so therefore the YOTs aim is to confront the individual in an appropriate manner so that effective communication is implemented. This will enable them to intervene with one another and discuss factors which causes the individual at a risk of offending. Punishment must be given to the offender which is proportionate to the seriousness of their crime and encouraging reparation to the victims by the offender. Parent responsibilities are also taken account of by the YOTs and are reinforced. YOTs work with a range of services and interventions such as, housing authorities, social services, housing providers and voluntary groups (https://www.yjb.gov.uk ). The YJB sets out corporate targets for YOTs annually. The corporate objectives for 2006/07 to 2008/09 are divided into 3 sections: Reduce offending and the use of custody Support the youth justice system to reduce the number of first-time entrants to the youth justice system by 5% by March 2008 compared to the March 2005 baseline. Support the youth justice system to protect victims and communities by reducing re-offending by young offenders by 5% by March 2008 compared with the 2002/03 baseline, working towards a 10% reduction by the end of the decade. Support the youth justice system to, between 31 March 2005 and 31 March 2008, reduce the size of the under-18 custodial population by 10% through the implementation of the minimising the use of custody work programme. Improve outcomes for children and young people Support the youth justice system to improve the assessment of risk and need for young people who have offended, and improve their access to specialist and mainstream services that will address the factors identified. To ensure that YOTs have action plans in place to achieve equal treatment at local level for comparable offences by different ethnic groups and to deliver targeted prevention activity that substantially reduces local differences by ethnicity in recorded conviction rates, by March 2008. Safe and appropriate use of custody To ensure that all girls under 18 years of age who are remanded or sentenced to custody are accommodated in secure establishments that are separate from adults by October 2006, and replace 250 places for boys in shared adult sites with separate facilities by March 2008. (source: YJB, 2005 pg 6) These aims will help the members in the youth offending team to stay focus on the targets and will direct them to meet them, they are also able to carry out an effective service by monitoring the treatment of young offenders and reducing inequalities, improving access to mainstream services which will help to increase confidence in the youth justice system (YJB, 2005 pg 6). There are key aims that Rose Burnett has identified that underpin Youth Offending Teams that focus on preventing offending and effective practice is made easier by a multi-agency approach, that can respond to young people in an holistic fashion. Youth justice workers should join forces with other professionals this explored the argument regarding young people being related to problems such as truancy, drug abuse and family breakdown each being handled by separate agencies (Burnett, 2005 pg107). Due to YOTs this would prevent a duplication of effort, inconsistencies and differences in emphasis if the team worked effectively together tackling these problems (Burnett, 2005 pg107). All parties should share the aim of preventing offending as over time the approaches to the youth justice have altered which has caused a lot of confusion regarding the purpose and function of the youth justice system. The government established the paper No More Excuses in which they have stated their intention to break with the previous culture of youth justice where young peoples offending was exempt due to a concentration being on their needs rather than their deeds (Burnett, 2005 pg 107). The paper clearly identified the aims of reducing crime by young people which were given to the members of the Youth Offending Team (Burnett, 2005 pg 107). YOTs work in partnership who works in conjunction with all other departments in order to achieve the aims set out. The youth offending teams work in a range of services such as, courts and the prison services, they are also involved in complementary inter-agency initiatives, such as child protection committees and community safety partnerships. The goal is to provide a joined up, corporate approach to preventing youth offending. Both the Government and the youth justice board emphasised that YOTs were not intended to belong to any of the individual agencies. This is a partnership approach which is between all the parties (Burnett, 2005). There are many advantages of multi-agency working within a Youth Offending Team alongside disadvantages which cause areas of concern and which will have to be taken account of. To begin with the advantages of multi- agency working, by working within a Youth Offending Team will result to knowledge and skills being shared. Each member of the team will provide one another with the required information on an informal, ad hoc basis therefore there will be no need for them to write off for information or wait for a return phone call (Burnett, 2005 pg 109). This saves time and communication will be more effective and efficient. By working in the same office was believed to be a great advantage due to a quick access to information and advice (Burnett, 2004). A holistic approach is achieved due to all the representatives of all the relevant disciplines being under one room (Bateman et al, 2005 pg 109). If however, cases do arise which lay outside the expertise of the responsible officer then there is usually someone with the required experience, knowledge and skills in the particular area to handle the problem and also recommend suggestions (Burnett, 2005 pg 109). This therefore portrays that multi-agency teams appear to be very beneficial as they bring together seamless youth justice service closer (Burnett, 2005 pg 109). The availability of representatives from different services facilitate the referral of young people to those services (Burnett, 2005 pg 109. This reduces lengthy waiting lists and also complicated referral procedures that are likely to occur. Opportunities of having the right person in the right place at the right time (Burnett, 2005 pg 109) are increased which is hassle free and more convenient for individuals. For instance young people who offend and get into trouble, frequently may have mental health problems for this reason having a health worker in the Youth Offending Team, who is an employee of Children and Adolescent mental health services would improve the access of YOT kids to such mainstream services. The same theory can be applied with education and children out of school. This illustrates that multi-agency teams are well placed to reintegrate socially excluded young people into mainstream provision. Focusing on the disadvantages of multi-agency working shows that, a YOT consists of people from different occupational backgrounds; therefore, this may cause cultural differences especially in the process of decision making and may result to conflicts and misunderstandings between the staff. This will have a negative impact upon the service of the YOT and cause implications for effective practice. Each member of the Youth Offending Team is recognised as a team and not an individual therefore when problems do arise there will be a high risk on the group as a whole for example on effective communication amongst the individuals. Looking at recent statistics the Lets Talk about It report states for youth Offending Teams to work effectively, there needs to be effective joint working across specialities, 15% of the YOTs consisted of problems due to joint working between the specialist health and substance misuse workers and case managers. The reason for these problems was due to the lack of adequate procedures for the sharing of information that affected many Youth Offending Teams (Healthcare Commission, 2006). The multi-agency members may be part of one team but may receive different conditions to their service. For instance the operational managers might receive lower salaries than some of the practitioners under their supervision (Burnett, 2005 pg 109), this shows that conflicts may arise between the staff regarding different rewards being attained. This is also explored by Sampson et al (1988) where it can be seen that the police are often more dominating which results to them ignoring the multi agency team which may cause conflicts among the members of the team and shows how tensions between partners with different priorities can arise. The police are often enthusiastic proponents of the multi-agency approach but they tend to prefer to set the agendas and to dominate forum meetings and then to ignore the multi-agency framework when it suits their own needs (Sampson et al, 1998). There has been a debate whether the team members in a Youth Offending Team should be generalist or specialists. Research carried out on behalf of the YJB found out that, in practice many specialist health, education and substance misuse staff are under pressure to undertake generic youth justice duties. This shows an ongoing difficulty of obtaining specialist services from outside of the YOT and contributes to a dilution of specialist provision within it (Pitcher et al, 2004). A Youth Offending Team consists of members from different occupations for example a police officer or an education worker (Burnett, 2005 pg 109), by working in a YOT the members may lose their real identity and profession and for this reason they may not be able to bring their distinctive professional contribution into the YOT. There is a problem about generic versus specialist work, this looks at whether members in the YOT do a bit of everything or do work relating to their specialism therefore causes identity confusion. The work of multi-agency partnerships sounds good but the main question is does it work once its put in practice? Data from the Agency Public Protection Arrangements Annual Report 2005/06 (pg 21) shows five years on from the implementation of the Criminal Justice and Courts Services Act 2000 which established the Multi-Agency Public Protection Arrangements, also known as MAPPA. Within the five years (2001-2006) multi-agency partnerships have gained an achievement on employing a safer society for all however there is still a lot for them to do and to ensure that arrangements are fit for their purpose and are applied across England and Wales. The main aim of the MAPPA is to make the communities safer and reducing re-offending (National Offender Management Service, 2005/6 pg 21). Multi-agency is something which was created by the government in order for public services could work together to reduce costs, crime and create a more organised justice system. multi agency is the way forward according to the government who believe authorities such as police, social workers , welfare and Yots will work together this is to have a better understanding of the situation and there for make a more accurate decision. Punishment, prevention and rehabilitation issues would descused regarding the youth offender. It would depend on the crime, social wellbeing, education, poverty etc. Although research shows that multi agency partnership works but there are also many areas and cases created that should be looked into for improvement. This can be seen through the case of Victoria Climbie which took place in February, 2000. Victoria aged eight was living with her aunt Marie-Therese and her aunts boy friend Carl Manning in London. Victorias parents had sent her with her aunt due them believing she would gain a better future but instead she was suffering abuse by Carl Manning that led to her death. Inquiries after her death took place by Lord Laming which showed that multi-agency partnerships are partly responsible for the death due to the doctors, police and social workers being aware of the situation which could have been tackled and could have saved a life but instead there was a lack of communication amongst the multi-agencys which caused them to be under the assumption that another agency had taken control of the case. For this reason Victoria was unable to gain the support and treatment that she required. This case allowed the work of multi-agency partnerships to be looked into to point out the areas of concern that had to be developed upon. One of the major concerns was the lack of staff. New approaches were introduced regarding children which is evident in the Green paper in 2003 where there government established Every child matters that enabled children to retrieve a better and healthier life, it also addressed many changes to the work of multi-agency partnerships work such as data being accessed by all members in the agencies and recorded accurately, finance was also given (100,000) in order for them to develop upon sharing information between each profession. Children were also give more rights in which they were able to contact more than one service at anytime and there was also a need for assessments to be carried out which would require multi-agency teams to share data. These points will enable each member of the team to work more effectively alongside one another (www.community-care.co.uk). Another problem that has encountered can be seen through a recent report called Lets talk about it by the Healthcare commission (2006) which shows that there is a problem with health and education not meeting standards. The report shows that children and young people who offend have more health needs than the non-offending population of childrenThe provision of healthcare for them has improved, but it remains inadequate. Therefore the healthcare organisations are required to contribute to youth justice in their area in order to reduce the factors that play a part in offending. The report portrays findings from 50 Youth Offending Teams in England and Wales carried out from September 2003 to April 2006. The findings illustrate that services should be made more accessible for children aged 16 and 17 as this is the age where individuals are likely to carry out serious crimes. Healthcare workers within the multi-agency partnerships provided services for the offender based on their experience and specialities rather than the needs of the individual which can have a positive and a negative response. Data shows that from 2004 onwards, CDRPs required to undertake an annual appraisal of their health. To be changed to 6 months following a review, however out of the 20 projects studied over 18 months: 4 had completed, 6 still aiming to implement plans, 6 had abandoned some of their plans and 4 had made very little progress (Hedderman et al, 2001 cited by Bateman, 2007) This engaged problems within the health and voluntary sector. Reference Audit Commission (1996) Misspent Youths: Young People and Crime, London: Audit Commission Burnett R (2005) Youth Offending Teams in Bateman, T and Pitts, J (Eds) The RHP companion to youth justice, Russell House Community care [Online] Available at: www.community-care.co.uk (Accessed 31st March 2008). Goldson, B, (2000), The New Youth Justice, Lyme Regis: Russell House Publishing Healthcare Commision, (2006), Lets Talk about It, [Online], Available at: https://www.healthcarecommission.org.uk/_db/_documents/YOTs_report.pdf, (Accessed: 1st April 2008) Home Office (2008) Youth Crime, [Online] Available at https://www.homeoffice.gov.uk/crime-victims/reducing-crime/youth-crime/ Accessed on 2nd April 2008 Home Office (1997) No More Excuses: A New Approach to Tackling Youth Crime in England and Wales. Cmd. 3809. London: HMSO Kirton, D. (2005). Young people and Crime. In: Hale, C, Hayward, K, Wahidin, A and Wincup, E Criminology. New York: Oxford University Press. 385- 402. National Offender Management Service, (2005/6) Keeping Communities Safe: Cambridgeshire Multi-Agency Public Protection Arrangements Annual Report 2005/06 [Online] Available at: https://www.cambs.police.uk/information/ plansreportspolicies/reports/mappa20052006.pdf (Accessed 2nd April 2008) Pitcher, J., Bateman, T., Johnston, V Cadman, S, (2004), The Provision of Health, Education and Substance Misuse Workers in Youth Offending Teams and The Needs of Young People Supervised by Youth Offending Teams, London: Youth Justice Board Pitts,J. (2003). Youth Justice in England and Wales. In: Matthews, R and Young, J The New politics of Crime and Punishment. Devon: Willan Publishing. 71-97. Sampson, A., Stubbs, P., Smith, D., Pearson, G and Blagg, H (1988) Crime, Localities and the Multi-Agency Approach, The British Journal of Criminology 28(4) 478-493 YJB, (2005) Guidance: A guide to the role of Youth Offending Teams in dealing with anti-social behaviour, London [Online] Available at: https://www.yjb.gov.uk/ Publications/Resources /Downloads/ ASBGuidance.pdf (Accessed 1st April 2008) Youth Justice Board, (2003), Speaking out: the Views of Young People, Parents and Victims about the Youth Justice System and Interventions to Reduce Offending, London: Youth Justice Board

Sociocultural Theory Of Second Language Acquisition

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Definition of the Supply Chain Management - Free Essay Example

Sample details Pages: 12 Words: 3459 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? A new definition of supply chain management emerged. This involved not only the flow of products but also the flow of information and finances through the supply chain in both the directions. The information flows: From suppliers: manufacturing capacity, delivery schedules, promotions they are going to launch for specific timeframe; Reverse flows: sales, orders, inventory, quality, promotions. Don’t waste time! Our writers will create an original "Definition of the Supply Chain Management" essay for you Create order The financial flows are as follows: From suppliers: credits, consignment, payment terms, invoice; Reverse flows: payments, consignment. This led to a supply chain where there was movement of goods, information and finance in a cyclic order as shown in Figure 2. Figure : Integrated Flows of Material, Finance and Information (adapted from iwarelogic, 2010) The financial supply chain is parallel to the physical supply chain and is represented by the activities related to flow of cash, from the buyers initial order to the reconciliation and payment to the supplier. Until recently, the financial supply chain was not considered very important. The time required to process transactions was unthinkably long because of the manufacturing supply chain that was creeping with inefficiencies (Bank of America, 2009). Still the companies were prospering due to the lack of global competition and all domestic ones were filled with the same poor quality of demand forecasting limitatio ns, inefficient distribution and were missing supply chain visibility. They used the same strategy to compensate for these problems and mitigate risk against uncertain demand, excess inventory, excess capacity and surplus labour. As the cost of capital was low, reserve positions were routinely used. In other words, companies relied on the strategy of excesses (Bank of America, 2009). Today the typical financial supply chain is more fragmented and complex than the integrated physical supply chain (Bank of America, 2009). The movement of goods is faster than the movement of information and finances. Financial supply chains are important because by optimizing them companies can: reduce their working capitals by efficient inventory control and cash flow management, lower financing rates on required working capital, improve supplier relationships with and for buyers, reduce days sales outstanding and increase cash flow predictability for sellers (Bank of America, 2009). Johnson and Templar (2007) say that the structure of todays supply chains is inherently more and more complex and subject to larger number of conflicting requirements. They quote Porter (1980) and state that there are two major winning strategies for business: differentiation and cost advantage. Johnson and Templar (2007) argue that differentiation can be achieved by providing customers with a product or a service that they perceive as having a greater value, whereas cost advantage can be obtained by doing activities and processes that are more economical than the competition. Johnson and Templar (2007) estimate that around 70% of a products cost is made of costs arising out of supply chain. This shows that supply chain provides a major opportunity to reduce the product costs. Many companies are increasingly becoming aware of the importance of supply chain and are making use of key performance indicators to measure the performance of the supply chain (Ward 2004). According to Ward (2004), these indicators try to measure the output derived for each dollar invested in the chain. Although indicators such as warehouse labour cost per throughput case, transportation cost per pound shipped and line-item fill rate measure various components of the supply chain performance, none of them gives a complete overview of the supply chain performance (Ward 2004). Ward (2004) states that the complete metric that can give visibility on the supply chain performance is C2C cycle time. Farris and Hutchison (2002) support the argument saying that C2C is important as it bridges the inbound material activities with suppliers, through manufacturing operations and the outbound sales activities with the customers. C2C cycle is important to measure both from the financial accounting and the supply chain management perspectives. According to Banomyong (2005), cash conversion cycle is a powerful performance metric to assess the working capital management activities undergone by a company or a firm. A company with shorter C2C is more efficient because it turns its working capital over more times per year, and that allows it to generate more sales per money invested. With the help of proper supply chain management, a firm can improve upon the three key drivers of financial performance growth, profitability and capital utilisation (Rice and Hoppe 2001). Despite the potential of SCM, very few companies utilise it as a tool to drive financial performance. According to Lambert and Pohlen (2001), cash conversion cycle is an important financial metric as it highlights the operational performance which can be derived from information readily available in published annual and financial statements. The concept of C2C guides us to the premise that a decrease in the cash conversion cycle time will lead to financial and operational improvement. However, the C2C concept assumes that shortening of cycle time cannot be achieved without increasing costs or decreasing sa les (Soenen 1993 cited in Banomyong 2005). This has limitations as reducing the terms of credit for receivers would lead to a reduction in sales volume and revenue as a result of reduction of products attractiveness from a customers perspective. Similarly, delaying payment to suppliers will not be well received and is likely to lead to a higher cost of goods supplied. The key here is to have a balance and an optimum cash flow cycle that is not counterproductive to the intended objective. Farris and Hutchison (2002) highlight the importance of C2C cycle for understanding the effectiveness of the supply chain network. Their work tries to find the leverage points that can be achieved from the usage of the C2C cycle. C2C cycle is a composite metric that encompasses all the participants of a supply chain. Farris and Hutchison (2002) identified 3 major leverage points to manage the C2C within a firm: extend average accounts payable, shorten production cycle to reduce inventory da ys of supply, reduce average accounts receivable. Farris and Hutchison (2002) add that opportunities to reduce the cycle of cash in supply chain management exist at the seams outside of the four walls of the firm where they interface with their customers, tier 1, and tier 2 suppliers. In a subsequent work Farris et al (2005) suggest that C2C strategies in a supply chain environment promise to improve efficiency between trading partners, profitability, and cash flow management.  One important aspect of SCM involves increasing the efficiency of capital movement throughout the entire supply chain. It all depends on how fast the goods move through the supply chain. The faster the goods move through the supply chain, the quicker the members will be paid, which increases cash flow. The C2C calculation involves three key financial pointers from the balance sheet: inventory, accounts receivable and accounts payable. The next step is the calculation of net sales and cost of good s sold from the income statement to convert the financial pointers in terms of days. The result will be a positive or negative number of days. A number greater than zero tells us how many days a firm has to borrow or tie up capital while it waits for the payment from a customer, whereas a number smaller than zero shows how many days the firm received cash from sale of goods before payment to suppliers is made. In order to identify opportunities that could benefit all parties, it is important that there is constant information-sharing that permits comparison among C2C trading partners. Specifically, the supply chain can optimise inventory as well as receivable and payable terms to reduce costs to increase operating profit and cash flow. It is a fact of life that almost all businesses have working capital tied up in receivables and inventory. Interestingly, according to a report by CIMA (2009), many of the UKs big supermarkets chains, for example, have negative working capita l. This means that while the customers pay in cash, the stock is provided by suppliers on credit often on very generous terms. This means that at any given time, the supermarket has excess cash that can be used for expansion or process improvement or simply for reinvestment to earn interest. According to a report by Consultancy firm REL as cited in CIMA (2009), in response to the global recession: the supermarkets were paying suppliers more slowly to artificially bolster their balance sheets. But in doing so theyre often damaging supplier relationships and creating gains that cannot be sustained over time. A typical European company takes over 45 days to pay its suppliers nearly a day and a half longer than last year. Hingley (2005a) in his paper tries to explain the issue of power in the context of the UK agri-food industry vertical business-to-business relationships and further states that the majority of power and control lays in the hands of large multiple retailers. Hingley (2005a) further states that the supply chain members closer to the markets always benefit more than those away from the markets. He gives the proof of this by stating that those members of the UK food supply chain closer to market have benefited from at least inflationary growth, which has seen the value of retail sales reach approximately  £118 billion; with market leader, Tesco taking  £28 billion (Tesco 2004 cited in Hingely 2005a). At the heart of the discussion by Hingley (2005a) is the nature of the relationship between farmers, food suppliers and retailers. As mentioned by Farris and Hutchison (2002), working capital ratios such as the cash conversion cycle are composite performance metrics for assessing how well a company is managing its capital. These key numbers express operational performance in financial terms and can be derived from information readily available in published financial statements (Lambert and Pohlen 2001). For example, a company with a lower cash conversion cycle is more efficient because it turns its working capital over more times per year, and that allows it to generate more sales per money invested. The result of this working capital issue is reduced inventories, faster receivables collection and extended payment terms with suppliers. There is a looming question from the perspective of supply chain management: Who control the supply chain and how much influence they have? Large and powerful companies can enforce their terms with smaller companies, which in turn impose their terms with those smaller than them (Rafuse 1996 as cited by Padachi 2006). Small and powerless supply chain actors have little influence in the situation, in which they are providing a lot of net funding to their larger customers believing strenuous collection effort could jeopardize their sales volume. Similarly in the case of debtors, aggressive collection action by influential supply chain actors only succeeds in transferring resources from the ir smaller customers. As a result, often smaller and powerless companies of the value chain must pass on their increased borrowing and administrative costs, though they sometimes go bankrupt in the efforts. Why is it not possible to manage financial flows in the same way as flows of goods in a collaborative manner? Despite the potential of SCM, relatively few companies utilise the approach as a tool to drive financial performance in a collaborative way (Simatupang and Sridharan 2005). The aim of this study is to understand the relationships between the bigger and smaller partners of a supply chain when each firm is trying to achieve negative cash conversion cycle. C2C, though being a composite metric (Farris Hutchison 2009) to measure the effectiveness of the supply chain, still deals with the working capital management of a single firm in a supply chain. The aim of this study is to explore the C2C that exists for different participants in the supply chain of dairy and milk s ector in the UK and explore the nature of the relationships when the primary/bigger member of the supply chain is trying to improve its cash conversion cycle. In order to explore further, the following research questions were formed: What are the implications for the smaller members of the UK milk supply chain where the biggest member has a very short cash conversion cycle? What type of relationships exists between the supply chain members? Sector Background According to the DairyCo (2010) report on the UK dairy supply chain, the majority of the output of the UK dairy industry is packaged for direct consumption by the consumer and over 73% is produced in consumer packs. Major retailers are the industrys most important link before reaching to the final customers. Other major customer segments include wholesale distributors, catering outlets, institutional customers, traders and export customers. The industry still sells direct to the consumer around 3 million pints of milk a day in returnable glass bottles through the doorstep delivery service. Around 5% of raw milk ultimately ends up with the consumer by this route. The sale of food and drink for consumption out of home is a growth market, along with the ingredients sector, which covers the use of milk products as an ingredient in the food processing industry. According to a report by Spedding (2009), an Arthur Rank Centre project, the UK dairy farmers produce just over 13 billion l itres of milk each year, which is processed into a variety of dairy products. The report further adds that the manufacturers of dairy foods in the UK are working hard to increase the proportion of products. Liquid milk, which takes up almost half the market, has evolved from whole fat milks to skimmed and semi-skimmed products (Spedding 2009). The Spedding (2009) report states that since 2004 the annual total milk production in the UK has been decreasing and this is expected to continue in the short term due to a variety of factors. The most important of them is the lack of confidence of the farmers. If the efficiency is compared of the UK and EU farms, the UK farms stand apart. Also they can be competed against other non-EU farms like that in the USA (Spedding 2009). However, the UK dairy farms still cannot match the efficiency achieved by the New Zealand dairy farmers (Spedding 2009). The RuSource report identifies that majority of dairy farms are still essentially family busin esses, between 70% and 75% are owner occupied and between 20% and 25% are tenanted. Dairy farm incomes were recovering in the recent years as quoted by Spedding (2009) report. However, recent profitability has not been enough to meet the long term re-investment requirements of running the farms (Spedding 2009). There is a considerable divergence in the cost efficiency between the most and the least efficient dairy farms, which shows that many of the farmers are into milk farming as a lifestyle choice and not with a business intention. On one side, the proportion of the UK milk supply accounted for by lifestyle farmer is falling rapidly as they reach retirement. On the other side, there are business minded individuals who require a competitive rate of return on the capital; otherwise they will take their capital and expertise elsewhere. The efficiency of the business can be improved at a short notice by improving and implementing good farm management techniques. But in order to be a sustainable business in the longer term, cost efficiency requires fixed costs to be spread over a larger scale of operation. This means that there is a direct correlation between farm size and efficiency. This shows that the future of the UK dairy farming is in becoming competitive and having large scale of operations and economies of scale. The level of milk production in the UK is affected by many factors. According to Blackburn and Lott (2008) of Kite Consulting, the key factors that drive whether a farmer stays in milk business or not, and if they do stay in milk business, whether they expand or not, are: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ milk price; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ cost of production; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ confidence in future milk prices; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ milk price: feed price ratio which affects sentiment; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ non-dairying alternatives e.g. arable cropping; ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ higher stock prices creating an opportunity to cash in on a high (Blackburn and Lott 2008). Retailer decisions on milk sourcing are based on price, but also on the security of supply, provenance, traceability, service levels and sustainability. This offers significant opportunities for producers and processors to work together to take out costs and capitalise on other specific supply chain opportunities to create value for all links of the chain. Methodology Overview The aim of the dissertation is to look at a supply chain and analyse the cash conversion cycle of the individual players and understand the implications of the cash conversion cycle on the small suppliers. For these it was imperative to select a supply chain which has not been previously studied from this perspective. According to Yin (2003), when there is little known about the research topic and when it is an exploration to research, case studies are the best methods to move forward. The UK Dairy Supply chain was selected to analyse the research topic through. In order to achieve overall understanding of the business, all the players of the supply chain were studied. Data gathering was done using the published company and industry reports. Data was also collected from the various public surveys undertaken to study the UK dairy farmer morale and future intentions. During the data analysis phase, efforts were made to explore the contractual structures existing between the differ ent players and the implications of the cash conversion cycles of the respective player. Overview of Dissertation Chapters A comprehensive literature review has been carried out and key findings from the literature will be presented in Chapter 2. The first section involves the discussion of the cash conversion cycle, the advantages of C2C as a supply chain metric and finally the criticism of the C2C. The second section will include the discussion on the current state of dairy industry in the UK and the organisation of the dairy supply chain in the UK. The next section will include the discussion of the focus supermarket supply chain and the different actors involved in the supply chain. Chapter 3 will contain the detailed description of the methodology of this research, the various approaches for data collection and sources of data collection. Chapter 4 will show the calculation of the cash conversion cycle for the members of the UK milk supply chain. This chapter will also deal with the analysis of the contracts existing within the case supply chain. Chapter 5 will include the discussion of t he findings and analysis from the previous chapter. This chapter will also present the discussion on relationships that exist between the different supply chain actors resulting from the contract structures. Data from various public surveys will be used to understand the relationships between the different supply chain actors. Chapter 6 is the conclusion that this research study tries to reach. This chapter also contains sections related to limitations of this study, the scope for future research and also the contributions this study makes to the academic research literature. Literature Review In the next few sections a thorough literature review is conducted to explain and understand the concept of cash conversion cycle, also the advantages and the criticism of it. A study of the factors affecting the UK Dairy Industry and the UK dairy supply chain is also undertaken to understand the relationships between the different supply chain actors. Cash Conversion Cycle According to Farris et al (2005), cash conversion cycle metric is an important measurement tool which can be used to bridge the management of firms and functions in a supply chain that can be used by management to improve firm liquidity position and overall firm value. From the work of Farris et al (2005), measuring C2C helps in identification of the strengths and weakness in a supply chain. This is because the C2C gives use the measure across time that is truly consistent. This helps in identifying the leverage points and the opportunities to improve. Finally, C2C is a measure that can be used to optimise the entire supply chain. As the field of supply chain management continues to evolve, the C2C metric is one of the currently available measurement tools to transform the relationships between firms and functions of the supply chain into a value chain by helping to synergistically optimise the entire process through a systems approach. C2C can be easily calculated and provides the difference based on days from when suppliers are paid and payment is received from customers (Farris et al 2005). Subsequently, C2C analysis can be done and generalised to compare companies and industries by common traits. There has been much research on the working of C2C and its utilization to increase the value created by the supply chains. Beed (1981) as cited in Farris et al (2005) recommends using C2C to deal with problems related to account receivables. Byers et al (1997) cited in Farris et al (2005) support using C2C to manage the current assets that deal with daily operations of a firm. Farris and Hutchison (2002) in their paper, propose opportunities for extending C2C as a benchmark for supply chain management.

The American Response - 1361 Words

America’s two most recent wars are the Iraq War and the War on Terror. Both of these wars have accomplished their goals, but come at a great cost. There were quite a few factors in both of these wars that affected international security. First, I will analyze both of the wars and then intertwine them together to show the overall effect they have created on America. Let us look first at the War on Terror. The War on Terror started after the terrorist organization Al-Qaeda attacked America on September 11th 2001. America responded with a military offensive against terrorist groups in Afghanistan. The primary targets in Afghanistan were Al-Qaeda and the Taliban. Many scholars agree with what America did in this situation. In Robert J Art’s†¦show more content†¦The question of whether the use of force served the long-term interest of the United States in the War on Terror is a debatable question. There is no denying that the United States has significantly affected Al-Qaeda and its acts of terrorism. Victory in the War on Terror however, will not end similar to how World War Two ended on the deck of the USS Missouri. From a military standpoint the United States is winning the War on Terror, but from a financial standpoint the United States is losing. Long down the road the American taxpayer will be paying for the substantial cost of the War on Terror. The Iraq war began because of Iraq’s supposed breaking of United Nations Security Resolution 1441. It was believed that Iraq had weapons of mass destruction. UN Security Resolution 1441 was Iraq’s final chance to comply with their weapons of mass destruction disarmament obligations. Iraq did not comply. The United States and Great Britain believed that Iraq was a serious threat to international security. An Iraq with weapons of mass destruction posed a threat to Great Britain, the United States well-being and to allies around the globe. Let us not forget that Saddam Hussein, the l eader of Iraq during the Iraq War had a history of affecting international security. Saddam Hussein started the Iraq-Iran War and invaded Kuwait. Saddam also played a major part in systematic genocide of his own people and some were subjected to chemical attacks. It isShow MoreRelatedThe American Plague Summary/Response1125 Words   |  5 PagesThe American Plague The American Plague was written by Molly C. Crosby, who is as much as a researcher as she is an author. In 1648, a slave ship returning from Africa carried a few mosquitoes infected with a deadly virus know as yellow fever. The ship landed in the New World and thrived in the hot wet climate and on the white settlers. The New World has never come in contact with yellow fever and as a result no immunities have been built up. 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Cadbury Dairy Milk 4cs 4ps Swot - 8150 Words

C O N T E N T S 1) SITUATION ANALYSIS i) COMPANY ii) CONTEXT iii) COMPETITOR iv) CUSTOMER 2) BARND 3) 4 Ps i) PRODUCT ii) PRICE iii) PROMOTION iv) PLACE 4) COMMENTS 5) SWOT ANALYSIS Product Category: Chocolate Confectionary Brand: Cadbury Product: Cadbury Dairy Milk (CDM) SITUATION ANALYSIS (4 CS) 1) Company: Parent Company: Cadbury plc Indian Subsidiary: Cadbury India Ltd (CIL) History of Cadbury: Cadbury plc is a confectionery and beverage company with its headquarters in London, United Kingdom, and is the worlds largest confectionery manufacturer. The firm was formerly known as Cadbury Schweppes plc before demerging in May 2008, separating its global confectionery business†¦show more content†¦Therefore, they strongly believe that those people who create these products should also have fun while doing so. At Cadbury India they have mini business teams which are structured teams that work on critical areas relating to manufacturing. CIL’s goal is clear. They want a Cadbury Dairy Milk in every Indian’s pocket. 2) Context: Availability of Cocoa: Chocolate consumption is gaining popularity in the country on increasing prosperity coupled with a shift in food habits, pushing up the country’s cocoa imports. Annually, India produces 10,000 tonnes of this cocoa crop. India’s annual cocoa demand is pegged around 18,000 tonnes during the current year, which would necessitate import of 8,000 tonnes i.e. around 45% of its total requirement. This is 4 times the amount India imported in year 2001-02 (2,027 tonnes). This clearly indicates the rising demand for cocoa as well as the increasing deficit in the availability of cocoa. This is the reason; farmers are being encouraged to cultivate cocoa to meet the deficit. India plans to increase cocoa production by 60% to 16,000 tonnes in next four years to meet rising demand from the 15-billion-rupee chocolate industry and to cut dependency on costlier imports. Majority of Indian farmers cultivate cocoa as an intercrop in coconut and areca nut gardens. The total area under cultivation was 32,360 hectares in 2006/07. There is huge scope for expanding acreageShow MoreRelatedCadbury Schweppes Plc3853 Words   |  16 PagesOutline of Report 4 3.1 Marketing Report for Cadbury Schweppes 3.2 Current Market Analysis 5-7 3.3 BCG Matrix 8-9 3.4 Igor Ansoff Matrix 10-11 3.5 SWOT Analysis 12-13 3.6 Product Life Cycle 14-15 3.7 Porter’s Generic Model 16-17 3.8 Marketing Mix 18-20 4.1 Evaluation and Recommendation 21-23 5.1 Research, references and bibliography 24 Cadbury Schweppes Plc. Cadbury Schweppes is one of the biggest beverage and confectionery

Animal Ancestry The Field Of Anthropology Essay

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Benchmarking and Lean Six Sigma

Question: Discuss about the Benchmarking and Lean Six Sigma. Answer: Introduction: Benchmarking for any organization is an approach to measure the quality of the guidelines, goods and the tactics that a company uses which is further compared with the standard measurement or with the same measurement of its peers (Business Dictionary, 2017). Main objective of benchmarking process is to identify that where exactly improvements are required in the organization and it also helps in evaluating the performance level of other organization and then use this approach to increase the performance of the company (Wood, 2009). It can also be defined as a practice used by business to compare the significant metrics with other similar companies (Rowena, 2011). This approach can be used by all the companies, be it private, public or any industries such as technological, educational and many others. There are many companies that use either positions or offices that take charge of the benchmarking in the organization. These positions are of researchers which include both institution al as well as market researcher. Other positions include the information officer, consultant, and the data and business analysts. Companies basically use this technique to become more competitive as they can easily analyze their performance and can improve their operations by comparing with different company. Some different kinds of benchmarking are peer benchmarking, SWOT analysis, collaborative benchmarking and by the best practices of different organization (Ifeoluwa and Yinchang, 2010). There is another method which helps in increasing the performance of the organization and that is Lean Six Sigma technique (Jesse, 2017). Lean six sigma is basically a combination of Lean and Six sigma which is an improvement method. These both methods together give a better result than used individually (Brady and Allen, 2006). When these two methods are combined it gives a wide-ranging tool to increase the speed of any process in the organization which results into the increase in revenue, reduction in costs and improvement in teamwork (Pepper and Speeding, 2010). Lean basically creates value for the customers by minimizing the waste and six sigma reduces the defects by just successfully resolving the problems in the organization. And together it solves the problems and improves the process (George, Dave and Amy, 2007). Six sigma also reduces the quantity of substandard products that are manufactured and provides the satisfaction to the customer (Thoms and Okafor, 2008). Now days it is very common for an organization to face the rising costs and competition every day, so this method sanctions the organization to figh t these problems and helps in the improvement of business (Qun, 2013) There are many benefits that an organization enjoys by using this method and these are, it increases the profit and decreases the cost by removing waste from the process, improves the efficiency and the effectiveness of the process, develops effective employee by involving them in the enhancement process and develops a sagacity of ownership for the employees (Assarlind, Gremyr, and Bckman, 2012). Both the benchmarking and lean six sigma techniques can be applied to business change process. Benchmarking involves several steps that help in the change of the business process. These steps are custom-made based on the policies of the company, funds and the projects that organization is dealing with (Ronald, 2010). First step involves the understanding of the companys current process performance, as it helps in deciding where benchmarking is required. Second step should be from the leadership team as there should be proper support and approval as this will assist and provide adequate resources and will accelerate the benchmark process. Third step is all about the document benchmarking which sets the objective and scope for the organization which is essential for any project. Forth step involves the documentation of the current process as without the knowledge of current process all the time and resources will be wasted in collecting process documentation, and there will also be difficulty in comparing the collected benchmarking data with the requirements. Fifth step involves the benchmarking measurements that are used for the comparisons so that gap between the current performance and that of the partner organizations can be determined. In this step organization has to agree on the primary metrics. In the sixth step all the metrics should be put in the writing which includes the requirements involved in the measurements, what has to be measured and what not. Next step involves the agreement in which everyone must be involved on what to benchmark. Further a plan has to be developed to collect data and research sources are identified which will initiate the data gathering. Next step includes the designing of screening which has to be surveyed to assist with partner selection and then screening of companies takes place. Information about the companies is gathered and is met with the original objectives that will determine the performance gaps. Last step involves the implementation of plan with the process owner so that successful business process change c an occur (CGMA, 2017). Lean six sigma technique can also be applied for the business change process. This process is an effective methodology that is used to fix the problems and includes 5 phases. In the first phase, problem is defined and the requirements needed to satisfy the customer is also demarcated. Second phase involves the collection of data of the current process and is measured. Third phase is important as it includes the investigation on what causes the problems in the organization. Next phase includes the improvement process in which implementation of plan takes place which will solve the problem. And last phase includes the control on that implementation results which should be sustainable. This process works for all the businesses whether it is small or large and same success can be achieved within both the large and small organization. This process provides benefit to the organization as it improves the customer loyalty. By implementing this method there is a reduction in the risk of havin g dissatisfied customers. It also helps in the time management as employees manage their time effectively which results into a more competent business. This method also plays an integral role in the strategic planning of the business and even helps in the supply chain management (Harris, 2013). There are many organizations that have used benchmarking and lean six sigma methods to improve their processes. One such company is Microsoft. This company realized that there has to be change in the business structure and the processes that a company uses in order to make improvements. One of the senior managers VP understood that Microsofts sales and marketing division could be made more competent by using six sigma methods. The senior manager observed the issues when he was reviewing the annual budget but he wanted to prove it empirically before any change could be made. Hence he asked for the data from the travel office so that he could track the overstated payments and the unapproved charges employees made in a month. After the results were revealed he was surprised to know that the results were in a positive way and the sales staff of Microsoft was honest enough towards the organization and the overstated charges were only few dollars. Now VP was ready to implement the change. His new policy stated that the sales staff could only submit their expenses through credit cards and there would not be any review and the staff would get back their expenses in two days rather than getting in ten days. Consistent performance is corrupted by the variations. Therefore, experts should identify variations by using lean six sigma and reduce it whenever possible. But a company like Microsoft who recruits number of staff every year did not have time for implementing new processes. Improvements in an organization while changing business process can only be achieved by valid measurements and data and this explains that the process of investigation must be backed up by the accurate data and the facts. This changed process should benefit the customers, identify and should be able to understand the value stream and manage the flow of the process. All the non-value waste should be removed and the improvement activity should be passed on in a systematic way. After the six sigma review, VP decided to concentrate on the micro issues that company was facing. He identified that the filing expenses was complex and company was able to reduce the staff that were getting expenses by 25 percent. Hence it was recommended that sales staff were only required to pay expenses by credit cards. Ever decision in the organization has some risks which should be calibrated before making a decision. And there are also chances that when a change is occurred in the company it can end up creating more waste than efficiency which can be reduced with the help of lean six sigma. In this case study of Microsoft it was noticed that VP was taking a risk by implementing this method. VP was leaving the expenses system to abuse by reducing the stages of expenses process which also included the checks and the balances. Here it is also important to note that the new process was also implemented successfully as VP commissioned further more checks and it was also revealed from the internal au dit that there was no rise in the overstated expenses. This is how Microsoft used lean six sigma and managed to bring out the change in the business (Gordon, 2015). There are also many organizations that can use either benchmarking or lean six sigma model to change in their process. One such company is Motorola that has to develop some change in their process. Many customers have issues with this company related to time as Motorola does not deliver products on time and is unresponsive company to do business with. Hence Motorola should benchmark from Dominos pizza or Federal Express so that there is improvement in the delivery process. Motorola should implement the Total Cycle Time as the process which is taking three weeks to complete will only take one week. Hence Motorola should adopt benchmark process. First a company should decide what exactly they want to benchmark and then there should be any change in the organization. Motorola should understand the current performance of their organization and should analyze as where a change is required and then follow the strategies of other companies (Wheelen, Thomas and Krish, 2006). For this there should be a proper planning of what has to be benchmarked and how it should be benchmarked. This planning should be well planned and has to be in favor of the company because many times when an organization tries to implement change in their business it backfires the company itself. So Motorola should plan before implementing any change in their organization (Quality Magazine, 2003). As Motorola is having issues with the time so they should study other organization practices and the systems which they want to benchmark. Dominoes is very virtuous with their delivery so Motorola should benchmark this company and follow the same practices what they uses so that there will be less issues with timings (Word press, 2008). To follow the strategies of dominoes, Motorola should gather the data of their company as well as the benchmark company and then a comparison should be made so that it becomes easier and clear for the company to follow the strategies of other companies. And at the Motorola should use the findings and use them in order to enjoy the benefits of the change process in the business. There are many benefits that Motorola might enjoy if benchmark is practiced as there will be reduction in cost and productivity of this company will also increase. Beside all this there will be also be long term benefits which are improved quality of the organization. This will surely help Motorola company to maintain the quality products of their company and delivery of the products will also be improved. Benchmarking will also help Motorola to identify the gap between the present situation of the company and where it would like to be upcoming years. There are many types of benchmark that Motorola can use and it is up to the top management what they prefer for the company and the benchmarking that management uses will definitely be beneficial for the company it is applied correctly. If Motorola has to be competitive in market then it should follow benchmarking and achieve the world class competitive capabilities. References Assarlind, M. Gremyr, I. and Bckman, K. (2012),"Multi-faceted views on a Lean Six Sigma application". International Journal of Quality Reliability Management. Vol. 29 Iss: 1 pp. Brady, J.E. and Allen, T.T. (2006) Six sigma literature: a review and agenda for future research". Quality and Reliability Engineering International. Vol. 22, pp. 335-67. Business Dictionary, (2017). Benchmaking. [Online] Business Dictionary. Available at: https://www.businessdictionary.com/definition/benchmarking.html. [Accessed on: 27/01/17]. CGMA. (2017) Benchmarking. [Online] CGMA. Available at: https://www.cgma.org/resources/tools/essential-tools/pages/benchmarking.aspx. [Accessed on: 27/17/01]. George, B. Dave, L. and Amy, B. (2007) "Using a Lean Six Sigma approach to drive innovation". Strategy Leadership. Vol. 35 Iss: 2 pp. 5 10. Gordon, J. (2015) How Lean Six Sigma can improve your business. [online] The Leadership Network. Available at: https://theleadershipnetwork.com/article/lean-manufacturing/lean-six-sigma. [Accessed on: 27/01/17]. Harris, A. (2013) 6 unexpected ways Six Sigma can benefit your company. [Online] PEX. Available at: https://www.processexcellencenetwork.com/lean-six-sigma-business-transformation/articles/6-ways-six-sigma-can-benefit-your-company. [Accessed on: 24/01/17]. Ifeoluwa, A. and Yinshang, T. (2010) The Adoption of Benchmarking Principles for Project Management Performance Improvement. International Journal of Managing Public Sector Information and Communication Technologies (IJMPICT). Vol. 1, No. 2. Jesse, W. B. (2017) Improving Lean Six Sigma Process with Lean Six Sigma. [Online] i Six Sigma. Available at: https://www.isixsigma.com/implementation/deployment-structure/improving-lean-six-sigma-process-lean-six-sigma/. [Accessed on: 27/01/17]. Pepper, M.P.J. and Spedding, T.J. (2010) "The evolution of lean Six Sigma", International Journal of Quality Reliability Management. International Journal of Scientific Engineering Research. Volume 4, Issue 5. Quality Magazine, (2003. Motorola: A Tradition of Quality. [Online] Quality Magazine. Available at: https://www.qualitymag.com/articles/84187-motorola-a-tradition-of-quality. [Accessed on: 27/01/17]. Qun, Z. (2013) Lean Six Sigma: A Literature Review. Interdisciplinary Journal of Contemporary Research in Business. Vol 3, No 10. Ronald, D. Snee, (2010). "Lean Six Sigma - getting better all the time". International Journal of Lean Six Sigma. Vol. 1 Iss: 1 pp. 9 29. Rowena, S. (2011) Benchmarking: A Literature Review. [online] Edith Cowan University. Available at: https://intranet.ecu.edu.au/__data/assets/pdf_file/0010/357193/Benchmarking-Literature-Review.pdf. [Accessed on: 27/01/17]. Thoms, A. B.R. and Okafor, C. (2008) "Applying lean six sigma in a small engineering company a model for change". Journal of Manufacturing Technology Management. Vol. 20 Iss: 1 pp. 113 129. Wheelen, L. Thomas, DHJ. and Krish, R. (2006) Strategic Management and Business Policy. 9th edition. Pearson Education. Wood, B. (2009) 7 Steps to Better Benchmarking. [Online] Business Finance. Available at: https://businessfinancemag.com/business-performance-management/7-steps-better-benchmarking-0. [Accessed on: 27/01/17]. Word Press, (2008) Total Quality Management. [Online] Word Press. Available at: https://totalqualitymanagement.wordpress.com/2008/09/12/benchmarking/. [Accessed on: 27/01/17].