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These firms were selected based on their announcements of TQM programs and subsequent confirmation of evidence of adequate TQM programs. Interviews were conducted with these firms by a former senior examiner for Malcolm Baldrige National Quality Award. After the interview process, these sample firms were divided into two groups: one group is characterized as having advanced TQM programs and the second group is labeled as less advanced TQM firms. The group of advanced TQM firms had estimated Baldrige Quality assessment scores of at least 450 out of 1000, while the group of less advanced TQM firms had estimated scores of less than 450.

Identification of BPR opportunities Project preparation Analysis of existing process Development of process vision Technical design Social design Process transformation Process evaluation Respondents rated analysis of existing process and technical design as least important to perceived success. The two studies discussed here illustrate that successful BPR projects share a high degree of radical change. We can also conclude from the second study that existing processes and technical designs are not important factors in BPR success.

In 1987, ADI initiated a corporatewide TQM implementation. By 1990, it had cut the product defect rate by a factor of 100, doubled semiconductor yields, and halved manufacturing cycle time. 25. In 2003, Global Metallurgical, winner of the Malcolm Baldrige National Quality Award in 1988, filed for bankruptcy. Stories like these led The Economist to publish “The Cracks in Quality” and “Straining of Quality” in 1992 and 1995, respectively. The Economist cited a survey by Arthur D. Little of 500 American companies.

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