TQM and BPR: symbiosis and a new approach for integration

TQM and BPR: symbiosis and a new approach for integration Total quality management (TQM) and business process re‐engineering (BPR) are two management approaches designed to improve organizational performance and quality. Because of the pace, time required, and initiatives for change, TQM and BPR are regarded as two completely different improvement programmes. They also share common features, which create the basis for a possible integration of TQM and BPR under the endless quality improvement concept. Organizations that can effectively combine TQM and BPR would be very successful in gaining a sustainable competitive advantage. In the context of the system approach, introduces a BPR life cycle model. Answers two main questions: when should a re‐engineering programme be undertaken?; and how long should the period of gradual improvement last before a new re‐engineering programme is implemented? Provides an implementation example of this model through a real organization. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

TQM and BPR: symbiosis and a new approach for integration

Management Decision, Volume 35 (6): 8 – Aug 1, 1997

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0025-1747
DOI
10.1108/00251749710173788
Publisher site
See Article on Publisher Site

Abstract

Total quality management (TQM) and business process re‐engineering (BPR) are two management approaches designed to improve organizational performance and quality. Because of the pace, time required, and initiatives for change, TQM and BPR are regarded as two completely different improvement programmes. They also share common features, which create the basis for a possible integration of TQM and BPR under the endless quality improvement concept. Organizations that can effectively combine TQM and BPR would be very successful in gaining a sustainable competitive advantage. In the context of the system approach, introduces a BPR life cycle model. Answers two main questions: when should a re‐engineering programme be undertaken?; and how long should the period of gradual improvement last before a new re‐engineering programme is implemented? Provides an implementation example of this model through a real organization.

Journal

Management DecisionEmerald Publishing

Published: Aug 1, 1997

Keywords: Competitive advantage; Business process re‐engineering; Total quality management

References

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