... Organizational learning BPR Organizational change Continuous improvement Traditional organizational structures, policies and management practices are considered to be inadequate to support the demands being imposed on the construction industry (Nesan and Holt, 1999). In fact, many organizations...

...Frances M. Hill; Lee K. Collins The paper reports some findings generated by a postal survey of Northern Ireland’s top 100 companies. The aims of the survey included: gaining some insight into levels of awareness, understanding and use of business process re‐engineering (BPR) in the province...

... of the term TQM and fallacies about BPR are explained. The overall theme is that improvement is better viewed as a revolutionary process than a revolutionary event. Beware gurus and prescriptive solutions. This whole area of encouraging innovation is a good example of the evolutionary approach of Japanese...

... are used for process modelling within business process reengineering. A survey conducted by DISA (1995), showed that the usual tools for BPR are, functional modelling, data modelling and simulation based. Among these, the data and functional modelling tools were most widely used, whereas tools...

... approach to change in an attempt to become more competitive, flexible and responsive to customer demands. Business process re‐engineering (BPR) has been advocated as an alternative to TQM. While BPR seeks radical performance improvements as an objective, the path that is taken is much more incremental...

... was not clearly defined and the project cycle time which was too long. Concludes that the approach still has a role to play. © MCB UP Limited 1998 BPR Improvement Performance Process management A typical process reengineering project took about 10‐12 months to develop a future‐state solution...

... of the business. This knowledge leads to process re‐engineering, benchmarking, activity‐based budgeting, and many other useful initiatives. In every company there is a need to improve processes, and to keep and attract the right customers. While many change programmes based on TQM and BPR methodologies deliver...

...Mohamed Zairi Presents evidence from a survey conducted in four industrial sectors (health care, public, service and manufacturing), in order to: ascertain the level of understanding, usage and also the degree of effectiveness of the business process re‐engineering (BPR) concept in all the sectors...

.... Business process redesign (BPR) is the radical redesign of business as a whole or individual work processes in order to maximize business effectiveness. It differs from continuous process improvement in that it challenges the need for the current process in the first place. If the process is indeed needed...

...Jack A. Castle Reviews developments in total quality management (TQM), business process re‐engineering (BPR) and world‐class manufacturing (WCM). Using modern systems, service quality and operations management theory, proposes an integrating model for managerial use which unifies existing...

..., in the scope of the increasing associations with foreign firms, to overcome at least some of the difficulties at issue. © MCB UP Limited 1996 BPR Continuous improvement Information technology Corporate culture Process management Quality of working life Quality management practices...

... this section on productivity improvement in the supplies management function by identifying some potential supply management“productivity drivers” (from [ 13, pp. 200‐05 ]): © MCB UP Limited 1995 Benchmarking BPR Scientific management Strategic management This article reflects...

...,and presents the findings of a postal questionnaire survey concerned with the extent of usage and the nature of the quality initiatives in the financial services sector. © MCB UP Limited 1995 BPR Financial services Quality TQM United Kingdom However, in recent years fundamental changes...

... in Thailand and Singapore. Concludes that, while BPR is difficult to introduce successfully at the best of times, it is close to impossible in a non‐Western culture in the forms suggested by its US proponents. In Thailand, the situation was somewhat different. While the spread of “professional management...

... of improving business processes. Demonstrates that business process re‐engineering efforts can be driven by shopfloor employees when an appropriate consultative environment is in place and how TQM can assist in this process. Australia BPR Competitive advantage Customer service Management Organizational...

... Limited 1995 BPR Co‐operative Bank Customer service Service quality Teamwork TQM Economic recession in the late 1980s hit hard in the banking and finance industry, resulting, over the same period, in organization takeovers, mergers and the loss of over 100,000 jobs. Banks came under...

...D. Lance Revenaugh Business process re‐engineering (BPR) is a radical rethinking of an organization and its cross‐functional, end‐to‐end processes and has taken corporations by storm. Despite the excitement over BPR, however,the rate of failure for re‐engineering projects is over 50 per cent. Uses...

...David Jackson Examines the latest management fad, business process re‐engineering(BPR). Argues that while little is really new, the need for organizations to embrace process improvement is high. Discusses some key success factors for organizations taking the BPR route. The adoption of outrageous...

... and a genuine willingness to challenge the status quo, rather than starting with the present,“paint” the ideal picture of the future. The task is then to bridge the gap by introducing “stretch” targets and radical thinking. Barriers BPR Creativity Management attitudes Organizational change Senior...

...” lower‐level staff to improve their own work situation, albeit normally in a directed manner. © MCB UP Limited 1994 BPR Improvement Management development Qualifications Quality programmes TQM In reality, every organization adopts a different approach to making steps towards...