Submitted by: Submitted by greyes
Views: 546
Words: 3388
Pages: 14
Category: Business and Industry
Date Submitted: 01/18/2012 07:12 AM
Business Process Reengineering
and
Total Quality Management
INTRODUCTION
Recent business approaches and techniques have generally aimed at improving performance, increasing profits, gaining market share, and most importantly satisfying the customer who has become more educated and more demanding than ever. Businesses have realized that there is a need to restructure their business practices and become more customer-focused.
In the past two decades, the two most prominent management approaches, Business Process Reengineering (BPR) and Total Quality Management (TQM) have dominated the business world for a period of time.
CHAPTER I
Business Process Reengineering (BPR)
Business Process Reengineering (BPR) Defined
Business Process Reengineering (BPR) is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a “clean slate” perspective and determine how they can best construct these processes to improve how they conduct business.[i]
According to its originators, Hammer and Champy (as cited in the businessprocessreengineering.org), reengineering refers to "the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service and speed."
BPR can be better understood by analyzing the terms of its original definition (Hetzel, 2011). Fundamental rethinking is the reconsideration of the basic questions of "why do they (organizations) do what they do? And why do they do it the way they do?" Radical redesign means uprooting the old and creating new structures and processes. As such reengineering is about reinventing the business and not improving or modifying it. Dramatic refers to the achievement of quantum leaps rather than incremental improvements in...