Looks at how some organizations are turning away from total quality management (TQM) and looking in another direction to solve their problems. The new concept is “re‐engineering”. It offers breakthrough solutions for what seem to be intractable problems. Discusses why TQM is now coming under criticism and presents the case for re‐engineering (a radical way to rethink the way in which organizations work). Describes Hammer and Champy’s nine fundamentals to re‐engineering and shows that many of the concepts/techniques are not new but are appropriate in their timing. Evaluates the role of TQM versus re‐engineering and concludes that re‐engineering neither replaces nor is a substitute for TQM; in fact they both add value and are complementary. Corporate warriors will need to know how to use both.
The TQM Magazine – Emerald Publishing
Published: Apr 1, 1994
Keywords: Effectiveness; Efficiency; Organizational change; Organizational learning; Business process re‐engineering; TQM
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