introduction_to_dell - copy.docx

8/18/2019 INTRODUCTION_TO_DELL - Copy.docx

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INTRODUCTION

Dell, Incorporated is a computer hardware manufacturer and distributor. The company is one of

the world's largest computer distributors in terms of both quantity of units sold and gross income,

and one of the United States' largest corporations. From !!! until "##$ Dell deli%ered more

complete computer systems worldwide per quarter than any other & manufacturer. (owe%er, a

bad reputation stemming from poor customer support had seen Dell's mar)et shrin), with ri%al

(ewlett*&ac)ard outselling Dell for the first time in + "##$. Dell is now attempting to impro%e

it's image with -inu*based des)top and laptop models, a community*dri%en idea

generation website, and a mo%e to less epensi%e /0D processors.

0ost of Dell's products are I10 &*compatible des)top, laptop, and ser%er computers using

Intel or /0D processors. The company also mar)ets a line of (T*produced handheld

computers hand, rebranded computer peripherals such as )eyboards and mice, and Sony*

de%eloped monitors and tele%isions. 2ther Dell*branded peripherals such as scanners and

printers are often designed in*house with production outsourced. Dell also distributes third*party

hardware such as gaming consoles from Sony, 3intendo, and 0icrosoft. 2ften Dell will mar)et

%ia the company website third*party de%ices that compete with it's own products, such as the

&alm Tungsten handheld that competes with Dell's own /im line.

Dell omputer was founded as &'s -imited in !4 by uni%ersity student 0ichael Dell. Selling

assembled computers from his dormitory room, 0ichael abandoned the uni%ersity during the

planning stage of his first in*house computer design in !45. The company was so successful

that within two years &'s -imited had distribution offices in 6urope, and changed it's

grammatically*incorrect name to Dell omputer orporation. 1y !!, se%en years after selling

it's first computer, Dell omputer orporation was listed in the Fortune 5##. 7ith much

eperience in mail order telephone sales, Dell was one of the first companies to offer computers

for mail order %ia the Internet. The Dell oupon program made many Internet models cheaper

than other brands, and continues to be popular to this day.

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HISTORY

Dell comuter was founded by 0ichale Dell. Dell traces origins to !4 when michale dell

created &s limited. The company changed its name to 8dell computer corporation9 in !44 and

began epanding globally as a multinatiional comany first in iworldwide.

In !!" fortune maga:ine included Dell computer corporation in its list of the world;s 5## largest

companies.0ichael Dell is the youngest 62 of the fortune 5## e%er.Dell Inc. Is now the st

among the fortune 5## company.

Today, Dell Inc. is the number one seller of laptop and des)top computers in the United States. It

is second only to (ewlett &ac)ard in world sales. The first portable computer was made in !4<

Dell released its own noteboo) eight years later.

!4!

• Dell released its first noteboo) computer in !4!. It was called the =$-T. This was fi%e

years after the company was started by 0ichael Dell.

!!

• Dell announced its first noteboo) with a color display in !! at the Spring omde

computer tradeshow in -as >egas. It sold for ?,5##.

!!

• Dell introduced the lithium ion battery in !!. It bro)e e%ery industry record for battery

life, ma)ing the flight from 3ew @or) ity to -os /ngeles on one charge.

"###

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• Dell introduced built*in 7i*Fi in "###. 7i*Fi is a brand name for products pro%iding

access to a wireless local area networ) or wireless Internet ser%ice.

"##$

• Dell adds 1lu*ray Disc technology to models at the top end of its consumer noteboo)

computer line.

VISION :

8Its the way we do business. It's the way we interact with the community. It's the way we

interpret the world around us9** our customers needs, the future of technology, and the global

business climate. 7hate%er changes the future may bring our %ision ** Dell >ision ** will be our

guiding force.

MISSION :

Dell's mission is to be the most successful omputer ompany in the world at deli%ering the best

customer eperience in mar)ets we ser%e. In doing so, Dell will meet customer epectations

ofA(ighest quality.

Dell has three strategic goals that help them to reach their mission and vales statement!

These goals inclde:

"! Reslts to ma#e a positive di$$erence

Dell says that their company wants to ensure e%eryone in any type of en%ironment has the

ability to ta)e ad%antage of technology. Their company focuses on the Bwor) smarter, not

harderB motto to try to help things with business.

%! &eaders that not onl' have leadership capa(ilities (t open)mindedness

Dell wants leaders who are capable of leading others, but who are open to new

eperiences and ideas. The company employs leaders who are able to recogni:e when

they are not the most eperienced.

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*! Operating +ith an ethical and moral code

Dell focuses on impro%ement, both in business and community through the company's

ethical and moral code. They belie%e in enhancing the quality of life for the surrounding

community because in the long run, that will grow business and ensure e%eryone has the

abilities and ad%antages of modern technology.

,R-CTIC. / "

C-R..R ,&-NNIN0

7or)ing at Dell gi%es you the opportunity to find what dri%es you. 7e;re proud of the way we

inspire people C to do more, to be more and to pursue professional fulfillment. There are

countless opportunities to steer your career in the direction that suits your lifestyle, whether

that;s mo%ing into a different department, growing into a leadership role or finding your calling

on the other side of the globe.

C-R..R -R.-S -T D.&&:

Corporate $nctions:

There is a lot that goes on behind the scenes at a global organi:ation such as Dell. Financial

decisions, mar)eting data analyses, human resources considerations, e*business efforts C you

name it, it's happening. The s)illed and eperienced professionals who dri%e our day*to*day

business acti%ities all find their success in corporate functions. The range of career options you'll

find within the business function at Dell is truly impressi%e. &roect managers dri%e new

initiati%es. Financial analysts plan our future mo%es. 0ar)eting analysts measure consumer data

to gauge the %iability of new products and ser%ices. (uman resource professionals manage

compensation, benefits, and talent acquisition and de%elopment for some ,#5,### team

members worldwide.

Disco%er eciting roles in corporate functions at DellE

• &0&*certified consultants

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• &roect managers

• Financial professionals

• (uman resources professionals

• -egal

• lobal online

• 0ar)eting

• 6*business

• orporate communications

• Dell Financial Ser%icesG

• ommunications and in%estor relations

• Facilities and security

• Training

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,R-CTIC. / %

1U-&ITY M-N-0.M.NT

Dell &erot Systems applies four elements which wor) together in an integrated manner to ensure

the quality of products and ser%ices and to determine success in meeting specified contract

requirements.

. +uality 0anagement System Hbased on 00I -e%el =, IS2 !##E "###, and ITI-

Ser%ice 0anagement

". ategory J Tas) 2rder Specific +uality ontrol &lans

=. /nnual Self*/ssessments

. o%ernment &erformance /ssessment and Feedbac)

1alit' Management S'stem

Dell &erot Systems has established, documented, and implemented an IS2 !###E"###*certified

quality management system H+0S that focuses on meeting customer requirements and enabling

employees to do their obs right the first time. The Dell &erot Systems +0S 0anual defines and

documents how requirements for quality are met. The design of the +0S is influenced by

%arying customer needs, particular obecti%es, the products and ser%ices pro%ided, the processes

employed, and the si:e and structure of our organi:ation. 7e recogni:e that success comes from

focusing on doing things right the first time, on time, e%ery time, meeting customer requirements

and eceeding their epectations. +uality is dependent on a systematic approach to process

management aimed at ensuring that customer needs are understood and met. The +0S creates a

framewor) for clearly defining process controls, the interaction between processes and

%erification acti%ities. This ensures that processes are performed in a well*defined and controlled

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en%ironment. The system focuses on quality assurance through pre%ention rather than quality

control through detection. ritical processes are go%erned by documented procedures that are

supported with records of training and satisfactory compliance for products and ser%ices. The

range of detail in the procedures is dependent upon the compleity of the tas) and the training

H)nowledge, s)ills, and abilities needed by personnel carrying out the tas).

1alit' Control ,lans

+uality ontrol &lans, de%eloped within the framewor) of the +0S 0anual, are also utili:ed to

define how the quality system requirements and customer requirements are to be met for specific

proects or deli%erables. +uality ontrol &lans are tailored to the needs of the customer. They

specify the applicable processes of the +0S and the resources to be applied to a specific

product, proect, or contract. They are designed around the results or performance obecti%es of

the customer requirements and are used to %erify the quality of products and ser%ices and to

determine success in meeting the specified contract requirements. They help facilitate a common

understanding of specific requirements and lay the groundwor) for a strong business relationship

between customer and contractor. The scope, depth and detail of quality control plans are

appropriate to the effects, or potential effects, of not meeting customer requirements. 7hen Dell

&erot Systems outsources any process that affects conformity with requirements, we %erify that

adequate controls are in%o)ed and agreed to by the subcontractor. Subcontractors are considered

BetensionsB of Dell &erot Systems o%ernment Ser%ices. /s such, we recogni:e the importance

of controlling quality, efficiency, safety and cost.

Sel$)-ssessment

Dell &erot Systems' top management re%iews the +0S to help ensure its continuing suitability,

adequacy, and effecti%eness. This re%iew includes assessing opportunities for impro%ement and

the need for changes to the +0S. /ction items are assigned where necessary and records of

management re%iew results are maintained. The input to management re%iew includes

information onE

• Kesults of audits Hinternal and eternal

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• ustomer feedbac) Hcomplaints and praise

• &rocess performance and product conformity

• Status of pre%enti%e and correcti%e actions

• Follow*up actions from pre%ious management re%iews

• Status and results of impro%ement acti%ities

Tas#)Speci$ic Sel$)-ssessment

1uilt into each specific +uality ontrol &lan is a milestone for the &rogram 0anager to

periodically assess progress towards, and achie%ement of, how the performance requirements are

being met. This helps pre%ent surprises at the end of the performance period. In addition, after

the end of each award term e%aluation period, the &rogram 0anager conducts and documents a

full self*assessment of how performance requirements were met.

0overnment 2Cstomer3 ,er$ormance -ssessment

2ur performance is monitored and reported on by the customer, and %arious other forms of

feedbac) are collected and used for management re%iews and the annual self*assement.

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,R-CTIC. ) *

SI4 SI0M-

0ichael Dell has built a successful business model that scores of companies are trying to

emulate.Dell Inc. is the perfect eample of a company that is using Si Sigma not as an end in

itself but as an enabler to achie%e results. 6arly in "### they started a corporate initiati%e called

1usiness &rocess Impro%ement H1&I.3early fi%e years later the program, which includes Si

Sigma, -ean, and (oshin &lanning, is still growing strong, becoming yet another model that

other companies are trying to follow.

5,I Overvie+:

0arie 0oynihan, (uman Kesources Director, Dell 606/ L (ome and Small 1usiness, ga%e the

following description of 1&I at The -K Symposium 80eeting the hallenge of hange L Irish

-abour 0ar)et Issues in a lobal 6conomy9on 3o%ember , "##E

• 1&I is a set of tools and s)ills used to understand, in%estigate and impro%e

business processes.

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• 1&I 0issionE To empower employees with the )nowledge, s)ill and tools in order

to ma)e Dell more efficient through reduced cycle time, impro%ed quality or

lower costs.

• 7hy has Dell made 1&I a priorityM 1ecause of its inherent benefitsE

5USIN.SS: +uality, cost sa%ings Hmore than ?.551 during F@#

.M,&OY..S: 6ffecti%e teams, empowerment, career enhancing

CUSTOM.RS: 1etter ustomer 6perience through cost, quality and cycle time impro%ements

In a roundtable discussion with 36T 3ews.com;s 6ditorial 1oard in 3o%ember , "##=, 0ichael

Dell spo)e about many aspects of the company including 1&I.

87e ha%e a process called 1&I, business process impro%ement, which any employee can be

in%ol%ed in. If fi%e wor)ers on the production line see something that isn;t wor)ing, instead of

complaining about it, they ha%e 1&I. They form a team, they go sol%e it and it becomes a 1&I

proect in a global database. 7e;re sa%ing ?.4 billion with this )ind of process.9

-dditional Savings 1otes:

8/t the end of Nuly, we had o%er =O5 million in annuali:ed 1&I sa%ings dollars. 7e;%e completed

almost $## 1&I proects worldwide and we still ha%e more than "$## proects in progress

worldwide with a proected annuali:ed sa%ings of o%er ?$## million.9September #, "##=, Town

(all -os /ngeles.

8Since implementing 1&I, o%er se%en hundred and fifty people ha%e been certified across Dell

606/, resulting in sa%ings eceeding ?=##0.93o%ember 4, "##, I31IT6 ;#E Intelligent

1usiness IT

Dell is %ery public about their 1&I program.Ian 0c0orrough, 6ecuti%e hampion 606/ L

1&I and -ean &rograms will be spea)ing at Si Sigma I+s $th /nnual 6uropean Si Sigma

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Summit in /pril.(e is also spea)ing at the Si Sigma for Ser%ice and Transaction 6cellence in

0arch.

&lain and simple, Dell is a leader in ust about e%erything they do.From supply chain to customer

ser%ice to mar)eting, Dell is harnessing the power of their employees to achie%e great things.It;s

no wonder that Dell is P in Fortune;s /merica;s 0ost /dmired ompanies list, they ha%e

earned it.

,R-CTIC. ) 6

T-&.NT M-N-0.M.NT

Sometimes, companies o%erloo) the human resources function in their attempt to become mar)et

leaders. This is a crucial mista)e, as long time performance and brand recognition are built with

loyal, hardwor)ing and moti%ated employees. Understanding that employees are the most

%aluable asset of a company is only part of the solution. In order to ensure growth and stability,

companies need to acti%ely implement &erformance 0anagement Systems that emphasi:e

Indi%idual &erformance, Talent 0anagement and Succession 0anagement.

/ccording to 6dward 6. -ower, the four pillars that represent the foundation of an effecti%e

&erformance 0anagement System areE

• Defining and agreeing on the organi:ation;s strategy<

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• uiding the de%elopment of indi%iduals so they ha%e the s)ills and )nowledge needed to

perform effecti%ely<

• 0oti%ating indi%iduals to perform effecti%ely<

• &ro%iding data about the condition of the organi:ation;s human capital.

/ best practice eample is gi%en by Dell;s &erformance 0anagement System, which includes a

well*structured Talent 0anagement &lan.

Dell;s success relies on the company;s culture, as they %alue meritocracy, ingenuity, inno%ati%e

thought and continuous growth. 1y following these %alues and helping their wor)force to

impro%e continuously, the company made it to Fortune 5# as an industry leader.

Dell;s &erformance 0anagement System ensures the alignment between indi%idual performance

and obecti%es and the organi:ational ones. 6mployees ha%e the opportunity to create their own

career de%elopment plan in coordination with their manager and according to the company;s

obecti%es and needs.

6mployee continuous de%elopment is assured through their -earning and De%elopment plan

which focuses on three outcomesE

• / culture that fosters eceptional and agile organi:ational performance<

• The best wor)force teams in the industry<

• Superior indi%idual*learning eperiences.

Their learning programs %ary from on*the*ob eperience, networ)ing, coaching and mentoringto ensuring employee loyalty by reimbursement of their children college tuition.

Talent re%iews are conducted annually, as they help identify the net generation of leaders and

inno%ati%e thin)ers that will help the company maintain its position on the mar)et. During these

talent re%iews, solid and constructi%e feedbac) is gi%en to each employee in order to ensure his

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Speciali8ed &earning ,aths

Client Management L /utomate systems management tas)s from initial system

deployment to ongoing management and retirement.

Q Includes products such as Dell R/6

,er$ormance Monitoring * 0anage application, infrastructure and user eperiences.

Q Includes products such as Foglight and Foglight for >irtuali:ation 6nterprise and

Standard 6ditions.

9indo+s Server Management L 0igrate and manage /cti%e Directory, 6change

and Share&oint.

Q Includes 0igration 0anager, Keco%ery 0anager, hange1/S6, and more

Virtali8ation and Clod L >irtual application management and data bac)up,

replication and reco%ery.

Q Includes products such as %Foglight for >irtuali:atoin 6nterprise and Standard

6dition %Kanger

Dell Net+or# Secrit' L Dynamically secure, control, and scale the networ).

Q Includes products from Dell Sonic 7/--.

Dell Identit' and -ccess Management L Simplify compliance and security.Q Includes products such as Dell 2ne H+uest 2ne Identity 0anager and &ri%ileged

/ccount 0anagement

Data ,rotection L >irtual and physical bac)up, replication and reco%ery.

Q Includes products such as /pp/ssure, 3et>ault and %Kanger

Data(ase Management * 0anage, control and understand your data.

Q Includes such products as Toad and Share&le for 2racle

S'stems Management L lient 0anagement L /utomate systems management tas)s

from initial system deployment to ongoing management and retirement.

Q Includes products such as Dell R/6

Des#top Virtali8ation Soltions L Increase producti%ity, impro%e user eperience

and strengthen security.

Q Includes products Des)top >irtuali:ation appliance, 7yse, and more


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,R-CTIC. )

5.NCHM-R;IN0

The computer industry represents fertile ground for our inquiry. The mar)et is highly %isible,

rapidly growing, and competiti%e, with se%eral well*managed dynamic firms see)ing increased

mar)et shares. In !!4, the ?4 billion computer mar)et had four main segmentsE main frames,

minis, wor)stations, and personal computers. & sales represented $ percent of total computer

sales. Table ". trac)s the performance of the top three computer firms in mar)et shares in the

& mar)et between !!$ and "## utili:ing data from Data +uest and International Data.

Dell omputer orporation is one of the most %isible success stories in the computer mar)et. 1y

selling personal computers directly to customers o%er the Internet, offering a build*to*order sales

system, and then lin)ing suppliers, wor)ers, managers, customers, and ser%ice personnel together

on the Internet Dell has built a series of rapid*response systems that ha%e re%olutioni:ed

organi:ational communication. Dell;s rapid*response systems ha%e led to fear, admiration, and

attempts at imitation among its competitors and othere*businesses ali)e H0c7illiams !!O, ="L

=$, !L!"< 0c7illiams and7hite !!!, 4

Dell is occasionally as)ed to compare the performance of %arious des)top computer models used

by faculty and staff to help determine whether it's time to purchase a new des)top & andJor to

discern whether an optional processor upgrade in a new & is worth the etra cost. 1enchmar)

scores for select Dell des)tops in the table below pro%ide numeric %alues for easy comparison of

models.

/lthough the scores are based on replicable tests, no benchmar) methodology is perfect. If you

use one of these computer models, note that your computer's operating system, the quantity of

memory installed, and other hardware components might differ, so your & might achie%e higher

or lower scores.

/t their best, performance benchmar)s pro%ide impartial information that can be used to e%aluate

and compare the performance of computer systems. Dell and the computer industry promote

obecti%e and credible benchmar)ing in %arious ways, including participation in standards bodies

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such as the Standard &erformance 6%aluation orporation HS&6, 1usiness /pplications

&erformance orporation H1/&o, Transaction &rocessing &erformance ouncil HT&, and

Storage &erformance ouncil.

7hen properly run and documented, the benchmar)s produced by these and other groups help

pro%ide obecti%e information that can be used to compare computer platforms, components,

operating systems, and specific system configurations. Dell is committed to furthering industry

practices that yield obecti%e industry*standard benchmar) results. 2rgani:ations can use these

benchmar)s to e%aluate and compare DellG systems to competitors; systems. Dell also uses the

benchmar)s when de%eloping new products and assessing new technologies.

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5I5&IO0R-,HY

https:==en!+i#ipedia!org=+i#i=Dell

http:==+++!dell!com=learn=s=en=vn=or)histor'

http:==+++!dell!com=content=topics=glo(al!asp>=sitelets=soltions=perot=navsea?

@aAcBslBencsBRCEEE6

http:==+++!dell!com=learn=s=en=vn=career)areas

http:==+++!isi>sigma!com=indstries=compters)electronics=dell)inc)si>)sigma)

ena(ler=

https:==+++!dell!com=learn=s=en=scorp"=career)development)programs

https:==engineering!prde!ed=.CN=Spport=;5=Docs=DellModel5enchmar#

http:==partnerdirect!dell!com=sites=channel=en?s=So$t+are=,ages=Training!asp

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https://en.wikipedia.org/wiki/Dellhttp://www.dell.com/learn/us/en/vn/our-historyhttp://www.dell.com/content/topics/global.aspx/sitelets/solutions/perot/navsea_qa?c=us&l=en&cs=RC977746http://www.dell.com/content/topics/global.aspx/sitelets/solutions/perot/navsea_qa?c=us&l=en&cs=RC977746http://www.dell.com/learn/us/en/vn/career-areashttp://www.isixsigma.com/industries/computers-electronics/dell-inc-six-sigma-enabler/http://www.isixsigma.com/industries/computers-electronics/dell-inc-six-sigma-enabler/https://www.dell.com/learn/us/en/uscorp1/career-development-programshttps://engineering.purdue.edu/ECN/Support/KB/Docs/DellModelBenchmarkhttp://partnerdirect.dell.com/sites/channel/en_us/Software/Pages/Training.asphttps://en.wikipedia.org/wiki/Dellhttp://www.dell.com/learn/us/en/vn/our-historyhttp://www.dell.com/content/topics/global.aspx/sitelets/solutions/perot/navsea_qa?c=us&l=en&cs=RC977746http://www.dell.com/content/topics/global.aspx/sitelets/solutions/perot/navsea_qa?c=us&l=en&cs=RC977746http://www.dell.com/learn/us/en/vn/career-areashttp://www.isixsigma.com/industries/computers-electronics/dell-inc-six-sigma-enabler/http://www.isixsigma.com/industries/computers-electronics/dell-inc-six-sigma-enabler/https://www.dell.com/learn/us/en/uscorp1/career-development-programshttps://engineering.purdue.edu/ECN/Support/KB/Docs/DellModelBenchmarkhttp://partnerdirect.dell.com/sites/channel/en_us/Software/Pages/Training.asp

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