How does TQM differ from business process reengineering? Explain the value of striving for continuous improvement in processes and activities.

Question

What will be an ideal response?

Answer 1

An essential difference between business process reengineering and continuous improvement programs like TQM or Six Sigma is that reengineering aims at quantum gains on the order of 30-50 percent or more, whereas total quality programs stress incremental progress-striving for inch-by-inch gains again and again in a never-ending stream. Whereas when done properly, business process reengineering can produce dramatic operating benefits within a business cycle, TQM is a timeless race without a finish-success comes from making little steps forward each day.

Business process reengineering and continuous improvement efforts such as TQM and Six Sigma all aim at improved efficiency, better product quality, and greater customer satisfaction. Business process reengineering involves pulling the pieces of strategy-critical activities out of different departments and unifying their performance in a single department or cross-functional work group. Total quality management (TQM) is a philosophy of managing a set of business practices that emphasizes continuous improvement in all phases of operations, 100 percent accuracy in performing tasks, involvement and empowerment of employees at all levels, team-based work design, benchmarking, and total customer satisfaction.