Originally Posted by Botnst

This looks interesting but all I could read online was teh abstract and intro.

Re-engineering and participation: organisational change in Irizar S. Coop. 1 Katrin Simon, Mikel Olazaran, Eneka Albizu 2 University of the Basque Country Public University of Navarra

Abstract Irizar is the second largest luxury coach manufacturer in Europe, with sales in 45 countries. This company forms part of the MCC group (Mondragon Cooperative Corporation Ð Mondragon Corporaci?n Corporativa), which in turn is made up of more than 100 autonomous cooperatives located in the Basque Country. IrizarÕs development has been spectacular: it has changed from being a clearly indebted company facing closure in 1991 to being the winner of the EFQM (European Foundation for Quality Management) prize in the year 2000. A radical change in the concept of the company has taken place based on radical and structural improvements (re-engineering). The paper analyses the role of business process re-engineering (BPR) in the change experienced in Irizar, its implementation process and adaptation as a Ômanagement modelÕ.

The change project has materialised in spectacular improvements, which manifest themselves in various indicators, but above all it has generated a process and culture of change, which again sustained the BPR project. 1. Introduction Irizar is the second largest luxury coach manufacturer in Europe, with sales in 45 countries. This company forms part of the MCC group (Mondragon Cooperative Corporation Ð Mondragon Corporaci?n Corporativa), which in turn is made up of more than 100 autonomous cooperatives located in the Basque Country. Since its foundation in 1889 Irizar has been located in Ormaiztegi (Gipuzkoa), a small village of 1,200 inhabitants. In 1963 it changed from being a limited company to become a cooperative company, in which the workers are also owners of the company, participating in the management of the enterprise through a General Assembly of members 3.