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8. Business Process Re-engineering and Quality Management

8. Business Process Re-engineering and Quality Management. BPR. BPR relies on a different school of thought than continuous process improvement. BPR assumes the current process is irrelevant and requires a revolutionary change, rather than continuous improvement. BPR. Quality.

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8. Business Process Re-engineering and Quality Management

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  1. 8. Business Process Re-engineering and Quality Management

  2. BPR • BPR relies on a different school of thought than continuous process improvement. • BPR assumes the current process is irrelevant and requires a revolutionary change, rather than continuous improvement

  3. BPR

  4. Quality • What is Quality? • ....... a perception of class, excellence, a type of "referential" standard or reflecting the needs and expectations of the customer. • Need to understand the concept of perception versus expectation

  5. Quality • Common-sense Hypotheses about Quality • Companies that fail to focus on quality lose market share and decline in reputation. • Good reputations are easier to lose than regain. People remember the bad, tell others about it and establish new loyalties with substitute suppliers. • It takes a major strategic, operational and psychological effort to regain a lost reputation.

  6. Kaizan & Quality Circles • Quality circles should have top management commitment and resources to support continuous quality improvement. • A group of staff who meet regularly to discuss quality related work problems so that they may examine and generate solutions to these. • The circle is empowered to promote and bring the quality improvements through to fruition.

  7. ISO 9000 • ISO9000 is the internationally agreed set of standards for the design, installation and operation of quality management systems.

  8. TQM • A TQM approach promotes "quality" as a strategic imperative for the whole business/company. • Introduction and maintenance of TQM requires re-evaluation of the way in which organisation address the quality of their work. • TQM is underpinned by a policy commitment covering: • emphasis in organisation culture with all staff encouraged to practice positive, initiative taking behaviours and adopt a prevention and continuous quality improvement ethic. • quality improvement teams/circles and use of a range of methods and techniques (tools) to structure and support a TQM programme's objectives and tasks.

  9. TQM & ISO 9000 • TQM can be compared with more narrowly focused, regulative, systematic, documented ISO 9000. • Generally ISO standards focus on: • rules, roles, procedures i.e. regulation, • specification of products, ingredients, processes and tests/inspections • recording of data and analysis of problems • operational action • Compare this to TQM's employee-oriented commitments. • Some TQM programmes have disappointed and similarly ISO 9000 is criticised for costly documentation and paper processing. • Being accredited for ISO 9000 does not necessarily mean products and services are improved.

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