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Reports on the use of benchmarking at ICL plc, and how it has been incorporated into the company′s routine processes. States that the key element in the implementation of change is measurement; ICL have chosen cycle time, inventory turns, customer lead times and delivery performance, delivered quality and product cost reduction as some of their principal measures of success. Examines the “Invest in People” package, which includes Training, objective setting and review, appraisal and pay for performance. Assesses the various groups and teams that make up the TQM programme, and the policy of continuous performance measurement.