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Processing Business Improvement

Processing Business Improvement Argues that business process management can improve efficiency and effectiveness across each process and throughout an entire organization. Drawing mainly on experience at the NCR Corporation, the author investigated the possible causes for largescale resistance to TQM within quality improvement teams at every level the article goes on to examine her conclusions. Highlights the need for organizations to show those involved with TQM just why business processes are important and to understand why quality is important. Examines resistance to change from management, with examples of illogical processes based on such resistance and suggestions for improvement. Considers the cost implications of business process management and the common lack of knowledge of who the customer actually is, with examples and suggestions. Concludes with a list of techniques for helping to sell business process management and overcoming resistance to the ensuing changes. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Magazine Emerald Publishing

Processing Business Improvement

The TQM Magazine , Volume 3 (6) – Jun 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0954-478X
DOI
10.1108/09544789110034023
Publisher site
See Article on Publisher Site

Abstract

Argues that business process management can improve efficiency and effectiveness across each process and throughout an entire organization. Drawing mainly on experience at the NCR Corporation, the author investigated the possible causes for largescale resistance to TQM within quality improvement teams at every level the article goes on to examine her conclusions. Highlights the need for organizations to show those involved with TQM just why business processes are important and to understand why quality is important. Examines resistance to change from management, with examples of illogical processes based on such resistance and suggestions for improvement. Considers the cost implications of business process management and the common lack of knowledge of who the customer actually is, with examples and suggestions. Concludes with a list of techniques for helping to sell business process management and overcoming resistance to the ensuing changes.

Journal

The TQM MagazineEmerald Publishing

Published: Jun 1, 1991

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