ABSTRACT
In Chapter 1, we discussed the various process-focused business improvement practices. We concluded that these process-focused business improvement approaches, such as Six Sigma, Business Process Reengineering (BPR) and Total Quality Management (TQM), are tools under the process management framework. Both TQM and BPR see the need for process management. Process management was identified as one of seven core concepts of Deming’s management method by a Delphi study.1
In his recent writings, Hammer proposed viewing process management as an umbrella under which BPR, Six Sigma and TQM can work together.2
