This paper is the first of two which seek to further the debate about the role and value of ISO 9000 as a route to TQM. In particular, outlines a framework by which the next phase of a longitudinal study of 115 ISO 9000 registered organizations may be conducted. Shows that very little empirical work has been published which explores this transition beyond ISO 9000 to TQM. Moreover, what literature does exist is divided on the issues, for example on whether or not it is beneficial to obtain ISO 9000 before embarking on TQM, or vice versa. Examines the importance of two aspects of senior executives’ mindset, namely their understanding of ISO 9000 and their motivations for pursuing it. Presents preliminary data which suggest that these two factors may have an important influence on future progress towards TQM, and postulates that the success of organizations already practising TQM will be dependent on their levels of understanding and their differing motivations. The second paper will complete this discussion by dealing with other factors relevant to this transition as raised by other authors and concludes by outlining tangible ways in which an organization can build on ISO 9000 to proceed towards TQM. Factors discussed in these two papers will form the basis of analysis of the next phase of this longitudinal study, which was initiated in 1991.
Investigates why some companies make a successful transition from ISO 9000 to TQM while others experience difficulty or failure. Identifies factors influencing a successful transition and their significance in the context of organisational learning. Methodologies employed include literature reviews, analysis of secondary data, interviews, and case studies. Key transition factors emerging from the literature include executive mindset, comprising understanding and motivation. These were incorporated into an assessment framework, the Quality Transition Framework, based on the Pyramid of Organizational Development. Empirical research revealed additional factors as being significant. These expanded executive mindset to incorporate intent; in addition, a capacity and willingness to learn, and visionary or transformational leadership appeared to be of particular importance. Research conducted to date suggests it may have greater value as an explanatory model, but further empirical testing is required. Compares the proposed Model of Quality Transition with Kanji's Process Innovation Framework. Proposes that another area of investigation is the possible synthesis of the two models.
Synthesizes 12 factors from the literature which are likely to influence organizational transition from ISO 9000 registration to TQM. All 12 factors relate to the roles and responsibilities of senior executives. Applies some of these factors to a sub‐group of 37 selected companies further to test four hypotheses formulated in an earlier paper. These factors define many of the conditions necessary for the continuance of TQM and are subsequently used to identify those companies which were likely to encounter problems sustaining their TQM initiatives. Presents further empirical data from the second phase of a longitudinal study of these companies over the period 1992‐1996. These data show which companies were continuing with TQM and which (ten) had declared it a failure. Highlights a further 13 which are at risk of having terminal problems with TQM. Rather than use these data for “headline” purposes, recommends deeper exploration to identify possible causes of difficulty.
Plots the quality journey of BT Northern Ireland (BTNI), which spans the past decade and embraces Total Quality Management, company-wide registration to ISO 9000 and the all-encompassing European Quality Model. Emphasizes the opportunities afforded by the internal audit function in achieving such an advanced state of quality development. Seeks to mirror maturing attitudes in the company's approach to quality management with progressive roles of the internal audit function. Discusses three specific phases of audit and attitudinal development.
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