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Reengineering Concept
Reengineering, concept introduced by James
Champy and Michael Hammer through the bestseller “Reengineering the
Corporation” published in 1993, consists in radically rethinking and
redrawing the nuclear practices and processes of the
organization such
as the client’s service, the development of new products, organizational
culture, orders’ response, among others, in order to raise the
productivity through the cost reduction and the raise of the clients’
satisfaction level.
Unlike
TQM (Total Quality Management),
Reengineering doesn’t seek to introduce improvements in already existent
processes but rather the elimination and total reinvention of the rules
and processes already overcome as well as all fundamental assumptions
that serve as base. Hence results another key difference of the
Reengineering compared to TQM: while
TQM has a high level of the
subordinates’ participation and aims the obtainment of results on a time
extent, reengineering departs from up to down (from the managers to the
subordinates) and aims to obtain results on a short period.
Translated from Portuguese
by Susana Saraiva, Portuguese-English and English-Portuguese translation
specialist. Contact: spams@sapo.pt.
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