Defines total quality management (TQM) as a business approach which focuses on the continuous improvement of an organization’s business processes, and business process re‐engineering (BPR) as a fundamental and radical restructuring of those processes, characterized by discontinuous improvement. Suggests that while BPR has been promoted aggressively as the approach to use if TQM fails, many of the most significant BPR successes have been in organizations with a successful history of TQM. Presents a case study of D2D Ltd which has evolved rapidly from being the captive manufacturing division of ICL plc, to become a successful contract manufacturing business, supplying some of the world’s leading computer giants. The cultural ideology of TQM has provided the environment necessary to sustain new and radical process redesigns. Business process re‐engineering has become an integral part of D2D’s culture, a process‐driven culture built on the ideals and concepts of total quality management.
Gadd, K.W. and Oakland, J.S. (1995), "Re‐engineering a total quality organization: A case study of D2D Ltd", Business Process Re-engineering & Management Journal, Vol. 1 No. 2, pp. 7-27. https://doi.org/10.1108/14637159510798257Download as .RIS
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