No. and yes. The TQM process is not the same as the BPR process. A lot of people who want to think they are doing reengineering say it is the same thing as TQM. They are really doing incremental process improvement, not radical reengineering. TQM is not set up to HANDLE the really radical changes of reengineering. However, bringing TQM into the organization and doing it successfully requires all six of the kinds of radical change that BPR is looking for, and therefore successful implementation of TQM is an ideal example of what it means to reengineer.

Doing TQM incorrectly can ALSO be a perfect example of what can go wrong if reengineering is done incorrectly. TQM is not a set of processes. Many organizations have adopted TQM processes, either in place of or in addition to their traditional processes, and after a few years taken them out, finding they were too EXPENSIVE and they couldn't afford them. The reason the procedures prove too expensive is that the organizations don't adopt the attitudes and beliefs of TQM.

TQM says "I no longer think that everything can be perfect and will be with enough planning and direction from above. I now BELIEVE that everything can get better, and will if I empower people on the front lines to make everything the best they can." Empowerment means giving them the tools, the authority, and the information to measure quality and take action to improve it. It requires changing values, beliefs, and management systems. Only doing PART of reengineering without being willing to give up some fundamental beliefs can cost money and productivity.

No. and yes. The TQM process is not the same as the BPR process. A lot of people who want to think they are doing reengineering say it is the same thing as TQM. They are really doing incremental process improvement, not radical reengineering. TQM is not set up to handle the really radical changes of reengineering. However, bringing TQM into the organization and doing it successfully requires all six of the kinds of radical change that BPR is looking for, and therefore successful implementation of TQM is an ideal example of what it means to reengineer.

Doing TQM incorrectly can also be a perfect example of what can go wrong if reengineering is done incorrectly. TQM is not a set of processes. Many organizations have adopted TQM processes, either in place of or in addition to their traditional processes, and after a few years taken them out, finding they were too expensive and they couldn't afford them. The reason the procedures prove too expensive is that the organizations don't adopt the attitudes and beliefs of TQM.

TQM says "I no longer think that everything can be perfect and will be with enough planning and direction from above. I now believe that everything can get better, and will if I empower people on the front lines to make everything the best they can." Empowerment means giving them the tools, the authority, and the information to measure quality and take action to improve it. It requires changing values, beliefs, and management systems. Only doing part of reengineering without being willing to give up some fundamental beliefs can cost money and productivity.