By James F. Chang
I admire it. it is a reliable evaluation with the idea, the evolutions of the theories and couple of more effective chapters. good written and simple to appreciate
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Extra info for Business Process Management Systems: Strategy and Implementation
17 The radical nature of BPR implementation has often been associated with its failure. Instead of building on what already existed, BPR implementations approached business process changes as blank slates. In the Theories of Process Management Ⅲ 23 ideal world, this approach should bestow competitive advantage from innovative business process designs. The reality often turned out to be quite different. There was usually inadequate representation of the business users and decision makers on the project implementation teams.
T. Kearney surveyed 100 British manufacturing companies in 1992 and discovered that only 20 percent of the companies believed TQM had achieved tangible results. These surveys raise the question of whether TQM is a legitimate management practice that offers benefits for organizations. It is worth noting that these survey results are not based on hard data from either financial or operational performance. They represent opinions and perceptions about TQM. As we know, perception does not always mirror reality.
Implications of Total Quality Management (TQM) Because of the ambiguity surrounding the concepts of TQM, it is worthwhile to discuss what it is not. As expressed in Deming’s 14 points, TQM is not management by objective. Management by objective is setting specific objectives for each manager to meet yearly. Deming opposes this concept because explicit goals are generally narrowly focused, and teams tend to lose motivation after the goals have been achieved. Other management practices that TQM opposes are bottom-line management and focus on short term gains.