ISO 9001 certification research: questions, answers and approaches

Sampaio, Paulo; Saraiva, Pedro; Rodrigues, Ana Cristina

doi:10.1108/02656710910924161

Cited by 278 publications

(275 citation statements)

References 80 publications

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“…According to the literature, companies maximize their benefits if they achieve ISO 9001 certification based on internal motivations. (Sampaio, Saraiva & Rodrigues, 2009) When respondents were asked about reasons to seek certification which was a multiple-choice question, ranking of reasons came as indicated below ( Figure 5): A high percentage of respondents approved that the improvement of the organization's image and competitive pressure are important factors behind seeking ISO 9001 certification. Internal improvement reasons came second such as performance, product's quality and customer satisfaction improvement.…”

Section: Reasons Of Certificationmentioning

confidence: 99%

Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

Bounabri

Oumri

Saad

et al. 2018

JIEM

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Abstract:Purpose: The purpose of this paper is to explore obstacles to ISO 9001 quality management system implementation in Moroccan firms.Design/methodology/approach: A questionnaire survey has been conducted among a heterogeneous sample of 200 organizations, operating in different sectors in Morocco, yielding a response rate of 57.5%. The authors have studied barriers to quality initiatives in general and obstacles to QMS implementation in particular through an extensive literature review. Questions related to profiles of respondents, reasons of seeking certification, external consultancy and barriers to ISO 9001 implementation experienced by surveyed organizations. For the purpose of this study, authors considered three categories of quality inhibiting factors: organizational, technical and costs related barriers. Findings:Results indicate that surveyed companies sought ISO 9001 certification mainly for marketing reasons and experienced many difficulties during the implementation process. Barriers reported by respondents were mostly organizational. Resistance to change headed the list according to participants' opinion. Also, findings highlighted the prominence of bureaucracy and poor interdependence between departments in organizations. Lack of communication, poor top management commitment and insufficient trainings were also ascertained to be obstacles to QMS implementation in Morocco. Originality/value: Earlier studies were led by different researchers in different countries about barriers to quality initiatives in general and to ISO 9001 implementation in particular. Few of those studies were conducted in Arab speaking countries but no research has been carried in Morocco. This study on obstacles to QMS implementation in Morocco will help in completing the jigsaw of difficulties faced by organizations worldwide when preparing to ISO 9001 certification. Research limitations/implications:This research is limited by the geographic context of the study Morocco, although results can be extrapolated to Arab speaking countries in general. Practical implications:The findings of this paper provide Moroccan managers with a practical understanding of the factors that are likely to obstruct ISO 9001 QMS implementation. Managers should overcome these barriers to achieve a successful implementation and higher QMS performance.

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Section: Reasons Of Certificationmentioning

confidence: 99%

Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

Bounabri

Oumri

Saad

et al. 2018

JIEM

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“…Since the introduction of the ISO 9000 series in 1987, a great number of research papers on the topic "motivational factors for obtaining of ISO certification" have been published, yet the predominant research approach has looked at these factors from the so-called dual point of view, or in other words from the internal/external motivations perspective. Based on this research approach, the internal factors include desire for improved productivity and profitability, decrease in cost, improved quality, etc., and the external ones include pressure from clients or suppliers, enhanced company image, and so on [5][6][7]. The analysis of the Latvian enterprises that participated in the survey and have already introduced a quality system, made it possible to classify the enterprises into different groups depending on the purpose of its implementation:…”

Section: Resultsmentioning

confidence: 99%

Implementation of quality management in small and medium enterprises: problems and solutions

Vasiļevska

Rivža

2018

Engineering for Rural Development

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Abstract. The benefits of Quality Management are widely recognized following reports of its successful implementation in many large companies. It has led to these companies becoming highly competitive both locally and internationally through the production of quality products that meet customer requirements at the lowest cost, significantly increasing their market share and profitability. Quality standards make life safer, they create a level playing field on which to compete, they allow access to state-of-the-art technology, strengthen innovation capacity, and help achieve the most effective allocation of resources. For SMEs, they are particularly vital as they remove many of the obstacles that would otherwise hinder their entry into and expansion within a market. Small and medium sized enterprises (SMEs) are a very important part of the European economy, accounting for 99.8 % of all businesses, 675 % of all jobs and 58.4 % of value added. Their central role has been recognized by the European Commission and the Member States through various policy pronouncements. Quality management at small business companies is one of major factors affecting entrepreneurship success. The product quality is one of the indispensable preconditions of a company´s success on the market. SMEs have a central role to play in growth and job creation, but their use of standards and their involvement with standardization is typically low. Both SMEs and the economy more widely could benefit from SMEs being more involved in the standardization process. The aim of this research is to investigate problems antecedents for Implementation of Quality Management in Small and Medium Enterprises, thereby contributing to the knowledge on how to adopt Quality Management in SMEs.Keywords: SMEs, Quality Management, ISO 9001, quality standards, small enterprises. IntroductionSmall and medium-sized enterprises (SMEs) are a focal point in shaping enterprise policy in the European Union (EU). The European Commission considers SMEs and entrepreneurship as a key to ensuring economic growth, innovation, job creation, and social integration in the EU. The usual definition of small and medium sized enterprises is any business with fewer than 250 employees [1].SMEs are a very important part of the economy, as they represent around 99 % of all enterprises and employ an increasing number of persons. Most enterprises are independent and do not belong to an enterprise group, but within the SMEs medium-sized enterprises are very often part of a group. This is most common in manufacturing and to a less degree in knowledge-intensive business services [1].Dependent SMEs are important in terms of employment and gross value added (GVA), especially in smaller countries such as Denmark, Norway and Finland. However, they are also significant in Germany, where they account for 43 % of GVA created by SMEs in total and employ 34 % of the total number of persons employed by SMEs. Therefore, a large proportion of total growth created by SMEs can be attributed to dependent SMEs. ...

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“…Observou-se que, na maioria das empresas estudadas, a adoção de um Sistema de Gestão da Qualidade, e sua subsequente certificação, é um processo voluntário, apoiado pelas próprias motivações, objetivos e políticas da organização e, neste caso, menos influenciado por exigências de clientes, conforme também observou Sampaio et al (2009) ao conduzir uma pesquisa de campo em empresas industriais do continente europeu, sobre implantação e certificação de SGQ com base na ISO 9001.…”

Section: Considerações Finaisunclassified

A Gestão Da Qualidade Em Fabricantes De Equipamentos Para a Indústria De Alimentos

Mastrantonio

Toledo

2013

Engevista

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Resumo: O artigo tem por objetivo analisar as práticas da gestão da qualidade em fabricantes de equipamentos para a indústria de alimentos, no estado de São Paulo. Foi conduzida uma pesquisa de levantamento em uma amostra de 35 empresas. Para análise dos dados, aplicou-se estatística descritiva, análise de correlação e de cluster. A análise de cluster identificou 3 grupos de empresas, diferenciados pelo grau de formalização de procedimentos, existência de um Sistema de Gestão da Qualidade (SGQ) e porte das empresas. As empresas da amostra demonstraram ter consciência das exigências por qualidade e segurança dos equipamentos fornecidos, no entanto, nem todas e nem todos os clientes, associam, ainda, a obtenção de características de qualidade desejadas para o equipamento à estruturação de um Sistema de Gestão da Qualidade. De modo geral, as empresas de maior porte, as multinacionais e as que também fornecem equipamentos para outros setores industriais, mais exigentes em qualidade, tendem a ter um SGQ mais estruturado. Palavras-chave:Gestão da Qualidade. Equipamentos para indústria de alimentos. Indústria de bens de capital para alimentos. Survey. Abstract:This paper aims to analyze the quality management practices in equipment manufacturers for the food industry, located in the state of São Paulo. A survey was conducted in a sample of 35 companies. For the data analysis, the following techniques were utilized: descriptive statistics, correlation and cluster analysis, which created 3 groups, differentiated by the degree of procedure formalization, existence of a Quality Management System (QMS) and size of the companies. These companies are aware of the quality and security exigencies of the products offered, nevertheless, not all of them and, seemingly, not all of the clients associate, still, the obtainment of quality characteristics desired to the equipment with the structure of a Quality Management System. As a whole, the large companies, the multinationals and the ones which supply equipment to other industrial sectors, more demanding in quality, tend to have a more structured and formalized QSM.

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ISO 9001 certification research: questions, answers and approaches

Cited by 278 publications

References 80 publications

Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

Implementation of quality management in small and medium enterprises: problems and solutions

A Gestão Da Qualidade Em Fabricantes De Equipamentos Para a Indústria De Alimentos

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