Applying total quality concepts to continuous process redesign

  • Authors:

  • C-L. Sia;B. C. Y. Tan;H-H. Teo;K-K. Wei

  • Affiliations:

  • Teaching assistant at the National University of Singapore, Singapore;Teaching fellow at the National University of Singapore, Singapore;Teaching assistant at the National University of Singapore, Singapore;Senior lecturer at the National University of Singapore, Singapore

  • Venue:
  • International Journal of Information Management: The Journal for Information Professionals
  • Year:
  • 1997

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Abstract

The success of organizations such as Ford, AT&T and Mutual Benefit Life in achieving quantum leaps in their operational efficiency and organizational effectiveness has led to renewed interest world-wide in business process re-engineering. Process re-engineering necessitates a radical change in the methods involved in business and organizational processes, which will lead to far-reaching impacts on the organization. This implies a high level of risk for the organization which can severely threaten its competitiveness and even its survival if mismanaged. To assure proper alignment with organizational objectives, attention should be focused on the specification, monitoring and achievement of the objectives of the redesign initiative. This can be done through the application of total quality concepts to the process of conducting the process redesign by addressing the associated risks. One such risk is the rapid advancement of information technology, which can limit the effective period of the benefits obtained from the redesign effort.