Search results

States that there is general agreement among total quality management (TQM) and business process re‐engineering (BPR) experts that properly implemented organizational change programmes improve customer satisfaction and organizational performance. Suggests that there is, however, a growing frustration with the less than positive results that many companies have experienced with TQM or BPR. These failures have resulted in much debate about the usefulness of such programmes. Many executives believe that they have to choose between TQM and BPR and consider these programmes to be mutually exclusive. Yet, advocates of TQM and re‐engineering have recognized and acknowledged that the best organizational change programmes are those which integrate quality and re‐engineering initiatives. Examines some reasons behind TQM and BPR failures, and presents a model for integrating TQM and BPR implementation plans, while focusing on the linkage of the organization’s strategic goals and culture with this process. The framework uses the concept of quality function deployment and house of quality for the selection of a TQM/BPR implementation plan. Presents an example which illustrates the procedure.

Presents a mathematical model to assist companies in their decision to switch from the economic order quantity (EOQ) to the just‐in‐time (JIT) purchasing policy. Determines an upper limit for the JIT purchase price of an item below which the manufacturer will be better off using JIT purchasing. Also determines the annual demand level at which the costs of EOQ and JIT purchasing will be equal (the indifference point). For demand levels above this indifference point EOQ is the less costly method while JIT is preferable for demand levels below this point. The model also predicts that JIT will be preferred for inventory items with higher purchase price, holding costs, or ordering cost.