Towards a synergistic combining of TQM and BPR in a Norwegian industrial setting

Abstract

With reference to the Aker Stord case and my empirical analyses, I will now present a process model showing what I find to be important enablers for the synergistic combining of TQM and BPR and what can happen when you combine the two concepts in the same system. It is this model that guides my action research in ED 2000 and VC 2010. My findings so far support theory about leadership as a decisive factor for the success of change processes. This was an expected finding. More surprising was the finding that Industrial Democracy can have a great potential as an enabling factor for the synergistic combining of TQM and BPR characteristics. Consequently, my contribution to the further development of the synergistic combining of these two concepts is very much about involving people directly and indirectly in generating and following up incremental and radical ideas. I will therefore in Section 9.2 extend my former theoretical discussions with a section on Industrial Democracy and clarify important terminology. This is necessary for understanding the contextual setting of my research and important contextual factors for the outcome of the different change efforts. Section 9.3 is a presentation of an operational framework for employee participation in the synergistic combining of TQM and BPR. This operational framework guides my choice of change methods and tools.