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Total quality management and business process re-engineering: a study of incremental and radical approaches to change management at BTNI

机译：全面质量管理和业务流程再造：BTNI变更管理的渐进式和激进方法研究

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The paper reports a case study (an element of a wider project) undertaken at a Northern Ireland subsidiary of a UK telecommunications company, which is one of the few organizations in Ulster to have implemented total quality management (TQM) and large-scale business process reengineering (BPR). The company's latest re-engineering project is discussed in the context of certain theoretical issues. These include: the nature of BPR; the circumstances in which the implementation of BPR is most likely to be effective—in particular, whether or not a crisis is a necessary trigger; the most effective mode of implementation; the role of information technology and what, if anything, BPR is likely to achieve. Of major interest is the interaction between TQM and BPR, and how the company has made effective complementary use of these two approaches to change management in the pursuit of business excellence. In part, this has proved possible because both are underpinned by a long-term vision and change strategy, comprising many integrated elements.
机译：该文件报告了在一家英国电信公司的北爱尔兰子公司进行的案例研究（作为更广泛项目的一个组成部分），这是阿尔斯特市为数不多的实施全面质量管理（TQM）和大规模业务流程的组织之一重新设计（BPR）。在某些理论问题的背景下讨论了公司最新的再工程项目。其中包括：BPR的性质; BPR实施最有可能有效的情况-尤其是危机是否是必要的触发因素;最有效的实施方式;信息技术的作用以及BPR可能实现的目标（如果有的话）。 TQM与BPR之间的交互以及公司如何有效地互补使用这两种方法来改变管理以追求卓越业务方面，是人们最感兴趣的。在某种程度上，这被证明是可行的，因为这两者都是由长期愿景和变革战略（包括许多整合要素）所支撑的。

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