An integrative approach for selecting a TQM/BPR implementation plan

An integrative approach for selecting a TQM/BPR implementation plan States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality Science Emerald Publishing

An integrative approach for selecting a TQM/BPR implementation plan

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
1359-8538
DOI
10.1108/13598539610152462
Publisher site
See Article on Publisher Site

Abstract

States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure.

Journal

International Journal of Quality ScienceEmerald Publishing

Published: Dec 1, 1996

Keywords: BPR; Organizational change; Quality function deployment; TQM

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