Implementation of the ISO 9001: from QMS to business model

Purpose – The ISO 9001 quality management systems standard is widely accepted around the world. This is the standard that is also widely acquired by companies in Slovenia, where the number of certificates per million inhabitants can be compared with France, Canada, Germany or Finland. Motivation for the introduction of this standard differs considerably and is most often connected with demands, requested by customers in supply chains. Companies that implemented the standard keep asking the question whether it was worth it to maintain the quality system and what added value it brought. Based on the empirical analysis, this contribution proves that positive effects can be noticed in different business activities stemming from the implemented quality system. In addition, the research confirms that all advantages are strongly connected with the sufficient positive energy of employees or with the satisfactory level of maturity of the quality system.Design/methodology/approach – Empirical research has been done...

[1]  M. Casadesus,et al.  ISO 9000 certification and the bottom line: a comparative study of the profitability of Basque region companies , 2002 .

[2]  Jeh-Nan Pan,et al.  A comparative study on motivation for and experience with ISO 9000 and ISO 14000 certification among Far Eastern countries , 2003, Ind. Manag. Data Syst..

[3]  Manuela Pardo del Val,et al.  Analysis of the implementation of ISO 9000 quality assurance systems , 2000 .

[4]  Joseph Moses Juran.  Juran on leadership for quality : an executive handbook , 1989 .

[5]  Ed Mitchell,et al.  The impact of ISO 9000 and TQM on best practice/performance , 2000 .

[6]  M. Casadesus,et al.  The benefits of the implementation of the ISO 9000 standard: empirical research in 288 Spanish companies , 2000 .

[7]  Jian-Bo Yang,et al.  Self-assessment of conflict management in client-supplier collaborative new product development , 2007, Ind. Manag. Data Syst..

[8]  Henry C. W. Lau,et al.  An intelligent forward quality enhancement system to achieve product customization , 2005, Ind. Manag. Data Syst..

[9]  Adrienne Curry,et al.  ISO 9000 implementation: a study of manufacturing companies in Saudi Arabia , 2003 .

[10]  Joseph Moses Juran.  Juran on Leadership For Quality , 1989 .

[11]  Josu Takala,et al.  Proposed verification method for the content suitability of the customer satisfaction survey , 2006, Ind. Manag. Data Syst..

[12]  Luiz Cesar Ribeiro Carpinetti,et al.  Quality management and improvement: A framework and a business-process reference model , 2003, Bus. Process. Manag. J..

[13]  Riyad Eid,et al.  How to profit from the balanced scorecard: An implementation roadmap , 2006, Ind. Manag. Data Syst..

[14]  Micaela Martínez-Costa,et al.  ISO 9000 and TQM: substitutes or complementaries? , 2004 .

[15]  N. Logothetis,et al.  Managing for total quality : from Deming to Taguchi and SPC , 1992 .

[16]  Charles J. Corbett,et al.  Does ISO 9000 certification pay , 2002 .

[17]  Francisco Javier Lloréns Montes,et al.  Learning during the quality management process: Antecedents and effects in service firms , 2005, Ind. Manag. Data Syst..

[18]  Rodney McAdam,et al.  The role of the business excellence model in operational and strategic decision making , 2002 .

[19]  Victor R. Prybutok,et al.  Malcolm Baldrige National Quality Award leadership model , 2004, Ind. Manag. Data Syst..

[20]  Chinho Lin,et al.  An ISO 9001: 2000 quality information system in e-commerce environment , 2003, Ind. Manag. Data Syst..

[21]  Tito Conti,et al.  Organizational Self-Assessment , 1997 .

[22]  Dusan Lesjak,et al.  Small Slovene Firms and (Strategic) Information Technology Usage , 2000, ECIS.

[23]  Mahesh S. Raisinghani,et al.  Six Sigma: concepts, tools, and applications , 2005, Ind. Manag. Data Syst..