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The net effect of the discussion on business process re‐engineering and total quality management has been to focus attention on cross‐functional business flows‐the processes by which organizations actually function. The relative success or failure of an organization can therefore be seen in...
Achieving more from less is a preoccupation of many organizations in the turbulent 1990s. Midst the maelstrom of apparently mutually exclusive organizational objectives, managers respond to what may turn out to be the siren call of business process re‐engineering. Rapid assimilation of business...
Unveils the myth that process breakthrough methodologies like business process improvement, process re‐engineering, and process innovation, provide a greater total organizational improvement than continuous improvement methodologies. Also shows how to combine continuous improvement and...
Clarifies the link between strategic tools such as benchmarking and business process re‐engineering. Explains the workings of each concept, presents a case example and finishes off by presenting a model of integrated quality management, where the two powerful tools can be used in total harmony.
In the third of three articles introduces a model of total quality‐based performance measurement. The model includes five sections: strategy development and goal deployment; process management and measurement; performance appraisal and management; break‐point performance assessment and reward...
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