Capitalising on ISO 9001 benefits for strategic results

Rusjan, Borut; Alič, Milena

doi:10.1108/02656711011062372

Cited by 93 publications

(57 citation statements)

References 47 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…The correlation between business success and an implemented QMS is presented in numerous papers [7,17]. By presenting a quantifiable measure of an organisation's QMS performance, this research provides a reference point for gauging QMS performance, and a definitive measure that will help businesses to improve their performance.…”

Section: Introductionmentioning

confidence: 99%

Quantifying Quality Management System Performance in Order to Improve Business Performance

Smith

Bester

Moll

2014

The South African Journal of Industrial Engineering

View full text Add to dashboard Cite

This study investigates current methods of measuring quality management system (QMS) performance. It introduces a methodology to quantify QMS performance in order to provide a reference point for improved QMS performance and, in turn, the business's performance. By introducing metadata into historical or current QMS internal audit data, the study shows that it is possible, over time, to extract various levels of value-adding data, ranging from high-level, strategic, direction-oriented insight, to process effectiveness and implementation-level guidance. This is accomplished by a repeatable process of infusing cause and effect theming data and process-consequence severity data into the QMS auditfindings data, and subsequently analysing the additional metadata. OPSOMMINGDie huidige metodes om gehaltebestuurstelsels se prestasie te beoordeel word ondersoek. 'n Metode om gehaltebestuurstelsels se prestasie te kwantifiseer word bekendgestel om as 'n verwysing vir verbeterde gehaltebestuurstelsels op te tree. Die studie toon dat, deur metadata in historiese of huidige gehaltebestuurstelsels se interne oudit data in te voer, dit moontlik is om, met die verloop van tyd, waardevolle data te onttrek. Hierdie data strek van hoë vlak, strategiese, rigting-georiënteerde insig tot proses doeltreffendheid en implementasievlak leiding. Dit is vermag deur 'n herhaalbare proses van oorsaak-en-gevolg data en prosesgevolg data in die gehaltebestuurstelsel in te voer en gevolglik die addisionele metadata te analiseer. AA

show abstract

Section: Introductionmentioning

confidence: 99%

Quantifying Quality Management System Performance in Order to Improve Business Performance

Smith

Bester

Moll

2014

The South African Journal of Industrial Engineering

View full text Add to dashboard Cite

show abstract

“…Therefore, the motivation to implement the ISO 9000 standards must be linked to maximising returns through different types of direct or indirect benefits to the firm (Magd 2008;Sampaio et al 2010;Heras et al 2010;Rusjan and Alic 2010;Alic 2014). Nonetheless, these investments do not always yield benefits (Psomas 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

The effects of implementing ISO 9001 in the Spanish construction industry

Román¹,

Peces²,

Idoeta³

et al. 2018

cuadernosgestion

View full text Add to dashboard Cite

The ISO 9001 Standard – a quality assurance standard for products and services – is well established in the construction industry, which is one of the major industries in the world, including Spain. The objectives of this paper are, on the one hand, to analyse the results of adhering to this standard for construction companies in Spain, and on the other, to examine whether these results are affected by the size of the organization and the seniority of the certification. To this end, a questionnaire was sent to quality managers of 302 companies in the industry, and the responses of 126 valid questionnaires received were treated by descriptive analysis and ANOVA. From the answers gathered is concluded that obtaining the ISO 9001 certification has positive effects leading to benefits which are both “internal” and “external”. Some of the most significant internal benefits mentioned were improvements to the organisational processes, while among the external benefits, commercial aspects, such as better chances of competing on the market, were mentioned most frequently. It was also observed that the size of the organization does not significantly modify the positive effects of adherence to the standard, while the age of the certification itself, has a significant influence on the positive results of the adherence.

show abstract

“…A literatura aponta que a implantação de SGQ afeta positivamente o desempenho organizacional (Chapman et Murray, 1997;Stahl et Grigsby,1997;Samson et Terziovski, 1999;Rusjan et Alic, 2010) por promover a melhor qualida-de do produto, aumentar a satisfação do cliente, melhorar a posição competitiva, manter e aumentar a participação de mercado de empresas certificadas. Apesar da gestão da qualidade ser conceituada como um conjunto de elementos internos às organizações, verifica-se que a abordagem tem um significado bem mais amplo, que incorpora a relação comercial entre a organização e seu ambiente externo e, indo mais além, cria mecanismos que tendem a envolver todos os recursos das organizações de forma sistêmica e interligadas à gestão estratégica da cadeia de suprimentos (Paladini, 2002).…”

Section: Palavras-chaveunclassified

A estratégia da qualidade ou a qualidade da estratégia? Uma avaliação da adoção da gestão estratégica na norma ABNT NBR ISO 9001:2015

Nascimento

Pascuci

Nascimento³

et al. 2017

Sistemas & Gestão

View full text Add to dashboard Cite

<p>Although the literature points out that quality management is closely linked to the strategic management of an organization, it is surprising that the pre-2015 versions of ISO 9001 - reference standard for the implementation of Quality Management Systems (QMS) - did not have mandatory requirements for linking quality management to organizational strategy. This study examines the new revision of the standard, published in September 2015, which incorporates new strategic management requirements aimed at reorienting organizations and their QMS into their business operations. In a first phase, a detailed verification of the changes of the standard proposed by the International Organization for Standardization (ISO), which expects a closer approximation of quality management to strategic management, was carried out. The work also sought to evaluate the implications of this review through the analysis of reviewers of the standard, consultants and auditors of certified companies. The analysis shows that the insertion of strategic management into ISO 9001 can leverage the degree of participation of top management in the effectiveness of QMS of certified companies, systematize strategic management as a routine in these companies and contribute with managers, auditors and consultants, in order to minimize potential impacts on the adequacy of its QMS.</p>

show abstract

Capitalising on ISO 9001 benefits for strategic results

Cited by 93 publications

References 47 publications

Quantifying Quality Management System Performance in Order to Improve Business Performance

Quantifying Quality Management System Performance in Order to Improve Business Performance

The effects of implementing ISO 9001 in the Spanish construction industry

A estratégia da qualidade ou a qualidade da estratégia? Uma avaliação da adoção da gestão estratégica na norma ABNT NBR ISO 9001:2015

Contact Info

Product

Resources

About