What is the Difference Between TQM and BPR?
🆚 Go to Comparative Table 🆚Total Quality Management (TQM) and Business Process Reengineering (BPR) are both management approaches aimed at improving organizational performance, but they differ in their focus and implementation. The main differences between TQM and BPR include:
- Focus: TQM is centered on continuous improvements and customer satisfaction, while BPR is about making process improvements through radical redesign and the use of advanced technology.
- Approach: TQM emphasizes incremental, continuous improvement, and requires a change in organizational culture to achieve its objectives. BPR, on the other hand, is concerned with product innovations and involves fundamental changes to existing processes, redesigning the entire process with new technology and a new structure.
- Risk and Complexity: BPR's radical changes are riskier, more complex, and expensive than the continuous improvement approach of TQM. If a TQM project fails, the company may return to its original state, while a failed BPR project could leave the organization in a worse situation.
- People vs. Process: TQM focuses more on people, while BPR focuses on processes and IT technology.
- Holistic vs. Incremental Changes: In TQM, redesign tends to focus on minor improvements in all areas of the organization, while BPR involves a redesign project for a single process at a time, using a methodology that involves planning and execution.
In summary, TQM and BPR have different approaches to improving organizational performance. While TQM focuses on continuous, incremental improvements and customer satisfaction, BPR aims to achieve dramatic improvements through radical redesign and the use of advanced technology. These differences make BPR riskier and more complex than TQM, but both approaches share a common goal of enhancing organizational efficiency and effectiveness.
Comparative Table: TQM vs BPR
Here is a table comparing Total Quality Management (TQM) and Business Process Reengineering (BPR):
Feature | TQM | BPR |
---|---|---|
Focus | Continuous improvement of existing processes | Radical redesign and use of advanced technology for process improvements |
Approach | Incremental, stressing gradual, continuous improvement | Seeks breakthrough improvements by redesigning the way work is done |
Methodology | Emphasizes the use of statistical process control | Emphasizes the use of information technology and advanced tools |
Scope | Takes a holistic view of the organization, following minor improvements in all areas | Focuses on specific processes and their redesign one at a time |
Objective | Improving productivity through quality improvements | Achieving drastic productivity improvements by improving effectiveness and efficiency |
Cultural Change | Requires a change in organizational culture to achieve its objectives | May create internal resistance from employees due to radical changes |
Risk and Complexity | Less risky, less complex, and less expensive than BPR | More risky, complex, and expensive than TQM |
Starting Point | Begins with the existing processes and improves upon them | Starts with a clean slate and designs new processes from scratch |
TQM focuses on continuously improving the existing processes, using statistical process control methods, and emphasizing gradual, incremental improvements. On the other hand, BPR is about making radical, breakthrough improvements by redesigning processes and using advanced technology, which can result in drastic productivity improvements but also carries higher risks and complexity.
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