Question
An organization would choose to use Business Process Re-engineering (BPR) over Total Quality Management (TQM) when it seeks radical, high-impact changes. BPR is a systematic approach to make dramatic improvements by rethinking and redesigning business processes from the ground up. It's often chosen when the current processes are deemed inefficient or when the organization is facing significant challenges that incremental improvements (offered by TQM) cannot solve. However, it's important to note that BPR involves higher risks and costs compared to TQM due to its radical nature.
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When would an organization elect to use BPR over TQM, otherwise known as continuous improvement? The big difference between BPR and continuous improvement is that BPR is more radical and can lead to a complete redesign and overhaul of an organization's internal structures. Where continuous improvement attempts to make subtle enhancements to create gradual change, BPR makes radical change for high-impact, dramatic improvements. (Slide 4)
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