Business Process Re-engineering & Management Journal: Volume 1 Issue 3

The integration of benchmarking and BPR: A matter of choice or necessity

Mohamed Zairi

Clarifies the link between strategic tools such as benchmarking andbusiness process re‐engineering. Explains the workings of each concept,presents a case example and finishes off…

Business process re‐engineering: Theory‐ and evidence‐based practice

Peter Homa

Achieving more from less is a preoccupation of many organizationsin the turbulent 1990s. Midst the maelstrom of apparently mutuallyexclusive organizational objectives, managers…

Continuous versus breakthrough improvement: Finding the right answer

H. James Harrington

Unveils the myth that process breakthrough methodologies likebusiness process improvement, process re‐engineering, and processinnovation, provide a greater total organizational…

Effective process management through performance measurement: Part III‐an integrated model of total quality‐based performance measurement

David Sinclair, Mohamed Zairi

In the third of three articles introduces a model of totalquality‐based performance measurement. The model includes five sections:strategy development and goal deployment; process…

Business self‐assessment: A strategic tool for building process robustness and achieving integrated management

Ken W. Gadd

The net effect of the discussion on business process re‐engineeringand total quality management has been to focus attention oncross‐functional business flows‐the processes by…