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5.5.4 A Soft Systems Methodology to Support Business Process Change Towards Concurrent Engineering
Author(s) -
Clegg Ben,
Boardman John
Publication year - 1998
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.1998.tb00100.x
Subject(s) - business process reengineering , soft systems methodology , total quality management , business process , process management , process (computing) , systems thinking , change management (itsm) , quality (philosophy) , concurrent engineering , business process management , computer science , knowledge management , engineering , information system , manufacturing engineering , operations management , work in process , management information systems , philosophy , electrical engineering , epistemology , lean manufacturing , artificial intelligence , scheduling (production processes) , operating system
This paper discusses the fundamental commonality of ‘total quality management’ (TQM) and ‘business process reengineering’ (BPR) that originates from their roots in ‘systems thinking’. The authors draw on the same ‘systems thinking’ origin to develop a new soft systems methodology known as the Boardman Soft System Methodology (BSSM). The BSSM has been evolved specifically for modelling business processes to support change management initiatives such as BPR and TQM. Evidence is given in a case study which reports on improving the use of concurrent engineering (CE) tenets in a medium‐sized engineering firm.