Leveraging re‐engineering through TQM

Describes a case study which leveraged a business process re‐engineering effort through a traditional TQM strategy. Discusses the interrelationship between TQM and business process re‐engineering and questions whether they are so different or simply variations on the same theme of improving business processes. Demonstrates that business process re‐engineering efforts can be driven by shopfloor employees when an appropriate consultative environment is in place and how TQM can assist in this process.