The big difference between business process reengineering and continuous improvement programs like TQM or Six Sigma is that
A. reengineering is a tool for installing process organization whereas TQM/Six Sigma concern defect-free production methods and delivering world-class customer service.
B. reengineering helps create core competencies whereas TQM/Six Sigma are tools for making a core competence stronger and more efficient.
C. reengineering is a tool for achieving one-time quantum improvement whereas TQM and Six Sigma programs aim at incremental improvement (striving for inch-by-inch gains again and again in a never-ending stream).
D. business process reengineering requires benchmarking whereas TQM and Six Sigma do not.
E. reengineering represents an effort to totally revamp a firm's value chain whereas TQM looks at incrementally improving the performance of two or three targeted value-chain activities and Six Sigma is primarily for reducing manufacturing defects.
Answer: C
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MAN Chapter 11
- Which of the following is not characteristic of a compensation and reward system designed to help drive successful strategy execution?
- Which of the following is not a sound guideline for designing a reward and incentive system that helps promote good strategy execution?
- The guidelines for designing an incentive compensation system that will help drive successful strategy execution include
- An important consideration in designing a strategy-supportive reward system is to
- A well-designed reward system
- The most dependable way to keep people focused on strategy execution and the achievement of performance targets is to
- Motivational and incentive compensation practices that aim at winning the commitment of company personnel to good strategy execution typically
- A reward system that accentuates positive rewards for good performance
- From the standpoint of promoting successful strategy execution, it is important that the firm's motivation and reward system
- A motivation and incentive system that is aimed at spurring stronger employee commitment to good strategy execution
- Which one of the following is not likely to be effective in trying to gain employees' wholehearted commitment to good strategy execution and operating excellence?
- In trying to gain employees' wholehearted commitment to good strategy execution and operating excellence, managers are well advised to use such incentives as
- Enlisting employees' sustained and energetic commitment to good strategy execution and achievement of the targeted strategic and financial objectives is best done by
- The strategic role of a company's reward system is to
- Management's most powerful tool for winning employee commitment to good strategy execution and operating excellence is
- Management's most powerful tool for mobilizing employee commitment to competent strategy execution and operating excellence is
- Information systems provide managers with a means for monitoring
- The areas that information systems need to cover include all but which one of the following?
- The areas that information systems need to cover include
- Well conceived, state-of-the-art information and operating systems
- Installing well-conceived state-of-the-art support systems are an important managerial component of implementing and executing strategy because
- To build a total quality culture and achieve full value from the use of TQM or Six Sigma initiatives, managers can take such action steps as
- To obtain maximum benefits from benchmarking, best practices, reengineering, TQM, and Six Sigma programs aimed at facilitating better strategy execution, managers need to
- Which one of the following statements about Six Sigma quality programs is true?