BPR as a Quality Improvement Tool

Bhaskar, Hari Lal

doi:10.2139/ssrn.2739368

Cited by 6 publications

(7 citation statements)

References 8 publications

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“…Quality has been a fascinating buzzword and considered as a significant driver of success in the era of global competition for the last few decades of the twentieth century (Bhaskar, 2014). In order to compete for a good market position in today's challenging economic climate, organizations need to implement effective management strategies such as TQM.…”

Section: Literature Reviews and Hypotheses Developmentmentioning

confidence: 99%

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Establishing a link among total quality management, market orientation and organizational performance

Bhaskar¹

2020

TQM

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PurposeThis paper presents findings of a survey on total quality management (TQM) practices adopted by the Indian manufacturing organizations. The purpose of this paper is to test and establish the relationship between TQM practice and organizational performance (OP). This paper also aims to examine the impact of TQM practices on OP of Indian manufacturing organizations.Design/methodology/approachA survey questionnaire was developed and randomly distributed through e-mail to senior managers of 275 Indian manufacturing organizations. About 230 received questionnaires were used for data analysis. Response rate was 83.63 percent. In particular, hypotheses were developed to examine the effect of TQM on the OP of the manufacturing organizations. Cronbach's alpha reliability of questionnaire was analyzed using factor analysis. Rigorous literature review is enabled to construct structural measurement model, formulation of testable hypothesis and operationalization of constructs.FindingsIt is discovered that TQM has a positive and significant effect on the market orientation (MO). Similarly, the results showed that MO has a positive and significant effect on the OP. With regard to the relationship between TQM and OP, this study found that TQM significantly and positively affects the OP of Indian manufacturing organizations.Originality/valueThis study is a rare and unique empirical study that establishes a link among TQM, MO and OP. The study fulfills need of quality management practice and offers practical implications to Indian managers and motivates further research on the relationship between TQM and OP in Indian manufacturing organizations.

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Section: Literature Reviews and Hypotheses Developmentmentioning

confidence: 99%

“…According to Bhaskar (2014) TQM is a bottom-up approach. It needs overall top management support, which emphasizes the automated systems for collecting data and controlling process variation through statistical analyses.…”

Section: Literature Reviews and Hypotheses Developmentmentioning

confidence: 99%

Establishing a link among total quality management, market orientation and organizational performance

Bhaskar¹

2020

TQM

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“…PR explains possible ways in which organizations can adequately apply IT to routine activities, restructure and modernize organizational processes as well as develop the employees to act in consonance with the new organizational outlook for maximum performance, sound service delivery, public satisfaction and efficient management of resources. Bhaskar (2014) observes that information technology has an important role to play in PR most especially in improving the level of performance in public and private organizations. Again, attention needs to be paid to the tendency of misuse of technology in organizational processes, an aspect that has been ignored by Bhaskar.…”

Section: Process Reengineering (Pr)mentioning

confidence: 99%

Process Reengineering in African Public Sector: Lessons From the Private Sector

Fatile¹,

Mutereko²,

Etim³

2020

JPAG

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Process reengineering (PR) is a newly introduced approach to process management; it pays close attention to all the processes that are related to the achievement of organizational objectives. Although originally developed for and applied in the private sector, PR is expected to constitute a handy tool for the transformation of work processes in public sector organizations (PSOs), especially in this era of information and communications technology. This paper x-rays PR in African public sector organizations (APSOs) with an emphasis on lessons to be learnt from the private sector. This paper adopts a descriptive approach, to validate and modify extant theoretical models that are relevant in explaining PR in APSOs. The paper observes that APSOs, unlike the private sector organizations (PrSOs), PSOs have failed in the adoption of PR as well as carrying out logically related tasks in such a way that well-defined results are achieved. It reveals further that poor PR in APSOs has been a clog in the wheel of achieving high performance, efficient service delivery, public satisfaction, efficient management of resources, and sustainable development in Africa. This paper concludes that APSOs can fully adopt PR if they cut down on excessive bureaucracy and learn more from the private sector in terms of readiness and adaptability to environmental changes and transformation as advocated by the contingency theory (CT). The paper recommends, amongst others, that there should be the availability of information technology (IT) infrastructure and the willingness on the part of government representatives to deploy new technologies through adequate support for information technology companies and the prioritization of IT application's needs for high system automation. Managers of APSOs should be given the power to effect changes when the need arises, without any form of influence. Also, there should be concerns about the future of PSOs, and citizens who are clients thereof should be held in high esteem and not to be treated as ‘people in need of favour’. Finally, APSOs should embrace radical changes associated with PR especially by ensuring that promotions are based on merit and not on seniority alone.

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“…-Enabling Tool (Technology): Information Technology plays a central role in BPR by providing the way to achieve breakthrough performances in organizational systems, but it can be easily misplaced (Bhaskar, 2014). Modern state of the art, IT is the part of the reengineering effort (Hanif, 2014;Goksoy et al, 2012;Thyagarajan & Khatibi, 2004), an essential enabler (Goksoy et al, 2012) since it permits companies to reengineer business processes.…”

Section: Business Process Reengineering (Bpr)mentioning

confidence: 99%

“…There are so many companies that has been applied BPR as a tool for managing their business processes such as-Mahindra Satyam (now Tech Mahindra), Mahindra & Mahindra Ltd., General Motors Corporation, Dell, Ford Motor, IBM, Xerox, British Telecom etc. (Bhaskar, 2014), but author provides here single case of client company to show the outcome of BPR after implementation.…”

Section: Examples Of Bpr Applications As a Toolmentioning

confidence: 99%

Business process reengineering: A process based management tool

Bhaskar¹

2018

Serb J Management

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Purpose -Business systems are made up of processes. Processes are collection of activities of businesses that results in an output. And when processes become old and inefficient and can't deliver results they must be redesigned or replaced. Business process reengineering is a tool for transformation of business process and unconstrained reshaping of all business processes. This study uses case and critical literature analysis (CLA) to investigate and focus on the development of business process reengineering (BPR) application concept and its outcome to the industrial set-up (service giving and manufacturing).Approach/methodology -The goal is achieved by case and critical literature analysis (CLA). The case validates its result and justifies its practicality. This study contributed in the context of BPR as a process based management tool for selecting, managing and reengineering selected processes for overall manufacturing or service quality improvement.Findings -In this study, a series of manufacturing processes and a framework for the guidelines of modeling has shown. Core processes of different industries has presented in effective manner. These validates that business process reengineering is a process-based management tool that can deliver both, either redesign or replace inefficient processes, as required, with a breakthrough result. It can be applied to single, group or entire processes comprising the organization.Practical implications -On the basis of presented case study & process modeling guidelines the managers can use BPR to redesign their inefficient processes.Originality/value -This approach suggests adopting BPR at any cost as a tool to improve all business processes as well as overall productivity and performance by managing their whole process. Case study motivates practitioners/managers towards reengineer and manages their business process.

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BPR as a Quality Improvement Tool

Cited by 6 publications

References 8 publications

Establishing a link among total quality management, market orientation and organizational performance

Establishing a link among total quality management, market orientation and organizational performance

Process Reengineering in African Public Sector: Lessons From the Private Sector

Business process reengineering: A process based management tool

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