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Nor is reengineering the same as quality improvement, totalquality management (TQM), or any other manifestation of the contemporaryquality movement. To be sure, quality programs andreengineering share a number of common themes. They both recognizethe importance of processes, and they both start with the needsof the process customer and work backward from there. However,the two programs also differ fundamentally. Quality programswork within the framework of a company’s existing processes andseek to enhance them by means of what the Japanese call kaizen, orcontinuous incremental improvement. The aim is to do what wealready do, only to do it better. Quality improvement seeks steadyincremental improvement to process performance. Reengineering,as we have seen, seeks breakthroughs, not by enhancing existingprocesses, but by discarding them and replacing them with entirelynew ones. Reengineering involves, as well, a different approach tochange management from that needed by quality programs.