Factors influencing a successful transition from ISO 9000 to TQM

Abstract

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.

Perceptions about the ISO 9000 (2000) quality system standard revision and its value: the Dutch experience

“…(Askey and Dale, 1994;Bradley, 1994;Stephens, 1994;Meegan and Taylor, 1997;Van der Wiele et al, 1997;Brown et al, 1998;Kanji, 1998;Quazi and Padibjo, 1998;McAdam and McKeown, 1999;Lee, 1995;Jones et al, 1997;Singels et al, 2001;Yahya and Goh, 2001;Williams, 1997;Kochan, 1993;Brecka, 1994).…”

Employee involvement in Ukrainian companies

“…An interesting question for further investigation is whether the demonstration to other 31 managers that substantial employee involvement developments do not in fact require strategic interventions by HR managers will have lasting negative effects for the development of HRM. It has been suggested that to move from ISO 9000 to TQM requires increased levels of understanding and motivation by employees (Meegan and Taylor, 1997); whether this will provide more of an opening for HR managers to establish themselves remains to be seen.…”

“…Using Vidal's distinction, the levels of involvement demanded by quality initiatives envisaged by criticised it for not dealing adequately with employee involvement, and too focused on production and a limited number of support processes (EU, 13 1997). Total Quality Management (TQM) is by design more radical than ISO 9000, going further in breaking down hierarchies and traditional barriers inside firms, notably through a stronger emphasis on increased teamwork (Meegan and Taylor, 1997). However, this challenges management to innovate radically rather than incrementally and therefore reduces its attractiveness.…”

Factores del servicio y del perfil del emprendedor que inciden en la superviviencia empresarial: una revisión crítica

“…Las buenas relaciones con los clientes y el servicio al cliente se han resaltado como factores importantes para el éxito de las pymes (Ghosh & Kwan, 1996;Meegan & Taylor, 1997;Wijewardena & Cooray, 1996). En su estudio de las empresas de alta tecnología, Räsänen (1999) puso de manifiesto la importancia de una estrecha relación con los clientes (también Halborg et al 1997).…”