Harrington H J
The TQM Magazine, (UK), 1998 Vol 10 No 2
Start page: 69 No of pages: 3
Looks at the life cycle effect of organizational improvement methodologies, and suggests that one particular methodology, process re-engineering has moved rapidly from being the ‘in’ thing to do, to beyond the stage where it is no longer in favour because of a failure to produce desired results. Identifies and discusses five factors which have contributed to the rapid rise and failure of process re-engineering: misuse of methodology and misleading reported results; poor definition of its negative impact on the organization; a failure to understand the creative part of process re-engineering; too long a cycle time from start of projects to reaping results; and it produced too good a result. Concludes that despite these problems, process re-engineering is still an important approach.
Subject(s): BPR, EFFECTIVENESS, PROCESS MANAGEMENT, IMPROVEMENT, PERFORMANCE
Database: MQA: Management of Quality Abstracts TMA: Top Management Abstracts RMI: Rapid Management Intelligence
Style: Theoretical with application in practice. Reference: 27AK248
Reproduced by permission of Anbar Management Intelligence