This paper discusses the management methods of business process reengineering (BPR) and total quality management (TQM).
Written in 2009; 3,289 words; 5 sources; APA; $ 94.95
Paper Summary:
In this article, the writer discusses that in the competitive environment of today's business world, organizations have come to focus on business process reengineering (BPR) as the means of maintaining a competitive advantage sustainable. The writer notes that business organizations are also focusing on total quality management (TQM) as another method of developing a competitive advantage. The writer first compares and contrasts the two methods. Then an organization is chosen in the context of which the four critical principles which emerged from Honeywell's TotalPlant program are applied. On the basis of these principles the execution plan is developed.
Outline:
Comparing and Contrasting TQM and BPR
Why Should Choose BPR
The Objectives of BPR
The Use of Process Mapping and Other Techniques
Training Issues
People Management
From the Paper:
"Total quality management is a continuous improvement process that focuses on quality. In contrast Business process reengineering is a one-time process that transforms the entire organizational structure in order to improve process efficiency. Both methodologies share the similarity of being change management efforts. Therefore both methodologies require change agents. However the similarity ends there. In the case of total quality management, the change agent can be external or internal. In contrast the change agent in business process reengineering is usually an external consultant. This is because the process of total quality management may or may not involve a techno-structural intervention. The focus is on developing quality by minimizing incidents of defects, scrap or late deliveries. This objective can be met by forming autonomous teams that are responsible for maximizing quality in their assigned areas. "
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