1995
DOI: 10.1108/09684889510093488
|View full text |Cite
|
Sign up to set email alerts
|

BS 5750 parts 1 and 2/ISO 9000 (series); 1987 and education – do they fit and is it worth it?

Abstract: Divided into four sections, first describes the institutional context and why the University of Wolverhampton decided to become engaged in a TQM initiative. Next describes how the university, discovering the TQM approach to be attractive but difficult to target, moved towards BS EN ISO 9001. There is a brief discussion of the pros and cons of each. Outlines some of the fundamental aspects of designing a quality management system, especially understanding the nature of the product and the importance of its desi… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

0
6
0

Year Published

1997
1997
2018
2018

Publication Types

Select...
9
1

Relationship

1
9

Authors

Journals

citations
Cited by 14 publications
(6 citation statements)
references
References 4 publications
(5 reference statements)
0
6
0
Order By: Relevance
“…The University of Wolverhampton chose this path. The reasons are fully documented (Doherty, 1993(Doherty, , 1995Storey, 1994) and it is interesting to note that this institution very rapidly gained a Charter Mark and IiP status largely on the back of what had been learned from and achieved by the registration process. Hester (1997) also gives a cautiously positive account of the application of ISO 9001 in a research environment.…”
Section: Quality Systems Comparedmentioning
confidence: 99%
“…The University of Wolverhampton chose this path. The reasons are fully documented (Doherty, 1993(Doherty, , 1995Storey, 1994) and it is interesting to note that this institution very rapidly gained a Charter Mark and IiP status largely on the back of what had been learned from and achieved by the registration process. Hester (1997) also gives a cautiously positive account of the application of ISO 9001 in a research environment.…”
Section: Quality Systems Comparedmentioning
confidence: 99%
“…A set of policies, processes and procedures is needed to plan and execute the core business in an organisation. It is up to the organisation to interpret the standard to its own objectives (Doherty, 1995). QMS integrates and link various internal processes in the organisation and uses process approach to execute a project.…”
Section: Quality Management System (Qms)mentioning
confidence: 99%
“…Although these standards are internationally accepted, developing quality management systems based on them is not without criticism. Moreland and Clark (1998) and Seddon (2000) argued that these systems are bureaucratic; and Zuckerman (2000) and Doherty (1995) argued they are expensive; and Gelders et al (1995) and Harris and Owen (1994) stressed that they clash with the open academic environment. Moreover, Jones (1998) described them as general and less understood by faculty and staff, causing them to be frustrated when they used the system (Bevans-Gonzales and Nair, 2004; Moreland and Clark, 1998).…”
Section: Introductionmentioning
confidence: 99%