Implementation of the ISO 9001: from QMS to business model
| DOI | https://doi.org/10.1108/02635570610712609 |
| Date | 01 December 2006 |
| Published date | 01 December 2006 |
| Pages | 1333-1343 |
| Author | Franka Piskar,Slavko Dolinsek |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
Implementation of the ISO 9001:
from QMS to business model
Franka Piskar
Sanolabor, d. d., Ljubljana, Slovenia, and
Slavko Dolinsek
Faculty of Management, University of Primorska, Koper, Slovenia
Abstract
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 on the basis of structured
questionnaires gathered from 212 responses of Slovenian companies that had already acquired the ISO
9001 quality standard certificate by 2002. The questionnaires were sent via mail and supported by
telephone calls and personal contacts in order to get the best responses possible. The results of the
analysis have been compared with numerous research activities and contributions written by authors
who all write in favor of quality systems.
Findings – The results of discussed research activities reveal a positive understanding and use of
ISO 9001 standard as an important tool for managing companies. Still, an important question remains
unanswered in many companies: how can they keep top management involved in ISO 9001?
Originality/value – Companies without an implemented quality system as well as enterprises with
an existing quality system can use the research results in their decisions regarding further activities,
through which they intend to implement quality systems in order to ensure continuous improvement
of their business activities in the direction of TQM business model.
Keywords ISO 9000 series, Qualitymanagement techniques, Total qualitymanagement,
Quality awards,Continuous improvement
Paper type Research paper
Introduction
The statement that ISO quality standards are an adequate system for quality
assurance can be confirmed by the fact that only 0.8 percent of companies in the world
have stopped maintaining the quality standard. The success of the ISO 9000 family of
standards is still growing, and the number of countries where ISO 9000 is being
implemented has increased (Durand et al., 1993). Up to the end of December 2003, at
least 500.125 certificates to the ISO 9001:2000 quality management system standard
had been issued in 149 countries and economies. The 2003 total represents an increase
of 332.915 (þ200 percent) over 2002, when the total was 167.210 in 134 countries and
economies. The 2003 total represents an increase of 455.737 (more than ten times
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Implementation
of the ISO 9001
1333
Industrial Management & Data
Systems
Vol. 106 No. 9, 2006
pp. 1333-1343
qEmerald Group Publishing Limited
0263-5577
DOI 10.1108/02635570610712609
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