TY  - JOUR
AB  - 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.
VL  - 1
IS  - 2
SN  - 1355-2503
DO  - 10.1108/14637159510798257
UR  - https://doi.org/10.1108/14637159510798257
AU  - Gadd Ken W.
AU  - Oakland John S.
PY  - 1995
Y1  - 1995/01/01
TI  - Re‐engineering a total quality organization: A case study of D2D
Ltd
T2  - Business Process Re-engineering & Management Journal
PB  - MCB UP Ltd
SP  - 7
EP  - 27
Y2  - 2024/04/25
ER  -