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Category: 420 (Business process re-engineering)
Categories
: 420 (Business process re-engineering)
Title
Cat:App
Page
Lean, process improvement and customer-focused performance. The moderating effect of perceived organizational context
420
:
Y
QCAS
/
68
/
3-4
/
225
A case study on FMEA-based quality improvement of packaging designs in the TFT-LCD industry
420
:
Y
QCAS
/
62
/
4
/
345
Towards an extended set of production line performance indicators
420
:
Y
QCAS
/
61
/
3
/
241
Prioritising investments in marketing activities to improve business performance
420
:
Y
QCAS
/
60
/
5-6
/
515
How are organizational measures really used?
420
:
Y
QCAS
/
51
/
1
/
57
The state of business process reengineering: A search for success factors
420
:
Y
QCAS
/
50
/
4
/
427
Reengineering of the laundry service at a university campus: A continuous-improvement quality-management methodology
420
:
Y
QCAS
/
49
/
4
/
427
Implementation can benefit from quality experience
420
:
M
QCAS
/
46
/
6
/
659
When success turns into failure: A package driven business process re-engineering project in the financial services industry
420
:
S
QCAS
/
46
/
5
/
533
An empirically derived model of the role of IS networks in business process improvement initiatives
420
:
Y
QCAS
/
46
/
5
/
535
Drivers and tracers of business process changes
420
:
Y
QCAS
/
45
/
4
/
431
Remember reengineering? The rhetorical appeal of a managerial salvation device
420
:
A
QCAS
/
45
/
2
/
185
Smart alternatives to downsizing
420
:
Y
QCAS
/
45
/
2
/
187
From benchmarking to business process re-engineering: A case study
420
:
Y
QCAS
/
45
/
1
/
75
Reengineering the university
420
:
Z
QCAS
/
45
/
1
/
77
