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Generic quality management system standard ISO 9001 and the automotive quality management system standard IATF 16949 both require organisations to demonstrate continual improvement in their customer satisfaction and the number of non-conformities identified during quality system audits. However, the long-term trends of these two parameters under ISO 9001 and IATF 16949 standards are not researched so far. It is expected that under continual improvement, organisations will achieve a step-function/stair-case shaped pattern. This study evaluates if this expectation is true when long-term performance of certified organisations is assessed.

A longitudinal exploration of three organisations certified to ISO 9001 standard and three certified to IATF 16949 standard is done. The observations are further substantiated using secondary data for the same ten years period about customer satisfaction of the major automobile manufacturers.

It is observed that none of the two indicators, i.e. the customer satisfaction and number of non-conformities, in any of the six organisations show step-wise/stair-case type improvement. All indicators followed random up and down patterns like ocean waves. It is paradoxical that certified organisations are claiming continual improvement and are remaining certified but there is actually no long-term improvement.

Longitudinal studies for the generic quality management standard ISO 9001 and the quality system standard for automotive sector IATF 16949 are rare. The revelation about ocean wave patterns observed in the long-term trends for customer satisfaction and the number of non-conformities in ISO 9001 and IATF 16949 certified organisations is a startling finding. It is outlandishly different from the conventional perception of a staircase-styled continual improvement pattern expected a priori in certified organisations.

The objective of this study was to explore the use of auditing as a tool for continual improvement in the meat industry of Southwestern Ontario, Canada. Participants in the study represented the supply chain and included federal slaughterhouses, federal processors of ready‐to‐eat meat products, government agencies involved in auditing and inspection, and the retail sector involved in the auditing of meat facilities. Using in‐depth interviews, the extent of auditing and its implementation on the continual improvement process were explored. Auditing activities were conducted as required for government recognition, retailer approval, and the facility's maintenance of its Hazard Analysis Critical Control Point (HACCP) programme. Correction of deviations identified during audits led to continual improvement activities. However, only two of the participants described secondary quality management schemes that linked auditing with continual improvement.

Continual improvement for competitive advantage is not the primary policy of organisations, either in theory or practice. A deductive rationale is presented for the emerging need to make “continual improvement for competitive advantage” the primary policy of any organisation. This is based on the inexorable acceleration of technical change and the Darwinian selective pressures of competition. Giving primacy to continual improvement naturally gives a different slant to company policies, strategies and objectives by subordinating them. Systematic continual improvement policy generates particular emphasis on people, planning, performance measures and procedures. Inductive study reaches similar conclusions but lacks the cogency of a rational framework. A continual improvement policy is a touchstone for the choice and use of planning and operational practices. A game plan for continual improvement is illustrated that integrates the planning, operation and evaluation of performance for the whole operation, its divisions and their personnel. The self‐assessment questionnaire technique offers a quick insight into an organisation′s preparedness for gaining competitive advantage through continual improvement.

The Hygiene Management System (HMS) is a regulated basic food safety system applicable to registered South African abattoirs. There is however, no specific requirement within the HMS that specifies continual improvement (CI). Continual improvement within management systems is critical to ensure that these systems remain relevant, efficient and effective over time. The purpose of this research is to determine the extent to which the HMS requirements facilitate CI and to suggest, if necessary, an approach on how the concept may be realized in practice.

This study was conducted in two parts. The first part of the study developed continual improvement criteria benchmarking the ISO 9000 series. These criteria were then compared against the HMS requirements to determine the theoretical extent to which the HMS supports continual improvement. The second part of the study empirically tested the existing requirements of the HMS that support continual improvement.

This research demonstrates that the HMS is, first designed to support CI to a limited extent and second is not, in practice, implemented towards CI.

This paper presents regulators with gaps that exist within the present regulated HMS requirements in support of CI. It also provides abattoir managers with broad guidelines on how their implemented HMS can be designed towards CI. The research results may foster improvement within the regulated requirements of the HMS and implementation thereof towards improved handling and processing of safe meat at South African abattoirs.

The purpose of this paper is to explore the relationship between total quality management (TQM) practices and quality performance with special emphasis on ISO 9001:2000 certified manufacturing organizations in Malaysia.

The empirical data was drawn from 122 ISO 9001:2000 certified manufacturing organizations in Malaysia. The data were analyzed using correlation and multiple regression analyses.

The findings revealed that TQM practices were found to be partially correlated with quality performance of the Malaysian ISO 9001:2000 certified manufacturing organizations. It is also found that where customer focus and continual improvement were perceived as dominant TQM practices in quality performance.

This research paper was limited by excluding non‐ISO 9001:2000 certified organizations in the selection of manufacturing firms in Malaysia, making this a possibly biased selection, which might not adequately represent the Malaysian perspective on the entire Malaysia's manufacturing industry.

The outcome of the study could provide valuable knowledge to top management of ISO 9001:2000 certified manufacturing organizations to refine their quality management practices and subsequently improve quality performance.

The purpose of this study is to investigate the challenges and potential improvement mechanisms for the development of technology and innovation in the Ethiopian construction industry.

In this study both quantitative and qualitative research approaches were adopted. While a structured questionnaire was used for the quantitative data collection, semi-structured interview was used for qualitative data collection. In analyzing the quantitative data, mean score was used to rank the variables and factor analysis was conducted to identify the underlying dimensions of the research constructs. The qualitative data was analyzed thematically focusing on specific objectives of the study; the challenges and improvement mechanisms of technology and innovation development.

The findings indicate that the major challenges are nature of the industry and lack of awareness, weak capacity of companies and the regulatory instruments, inadequate tender duration and poor monitoring and controlling practice. The suggested improvement mechanisms are effective coordination of the process and awareness creation, promoting technology and innovation in the procurement process and technology and innovation consideration in construction project registration.

Effectiveness of construction industry improvement programmes is affected by inappropriateness of the adopted implementation mechanisms. Understanding the operating environment; the enablers and potential barriers, is important for the success of any envisioned improvement programme. The improvement framework proposed by this study indicates the potential intervention areas and improvement mechanisms to effectively induce and enhance technology and innovation development in the construction industry. Major pillars of the improvement framework are improving regulatory framework, raising awareness and stakeholder engagement and continual monitoring and controlling of the practice.

In a manufacturing environment, the 5Ss in practice can result in considerable improvements in environmental performance in parallel with improved housekeeping and health and safety. The 5Ss in theory are a set of straightforward steps to continual improvement. In practice implementation of the 5Ss is influenced by human factors and resource limitations that can interfere with the effectiveness of the technique. Effective implementation of the 5Ss depends on top level commitment and total involvement of staff at all levels within a firm. Likewise, environmental management that results in real improvement depends upon commitment at the top and involvement and commitment of employees from all levels and functions of the business, in improvement actions. This paper explores the practical use of the 5Ss for environmental, housekeeping and health and safety improvement purposes at Cooke Brothers Ltd. The factors that act as barriers to the implementation of the 5Ss, possible solutions and the benefits to the firm through observed and measured improvements in environmental performance are identified.

The purpose of this study is to enhance the understanding of the complete process of framing and implementing operational excellence in the pharmaceutical industry to ensure higher regulatory compliance.

A literature search was conducted using preferred reporting items for systematic reviews and meta-analyses guidelines. Strategies were set with different keywords and certain assessment criteria for the inclusion and exclusion of articles. A total of 46 articles were considered for a full review.

This study describes the impact of implementing operational excellence in day-to-day operations and the driving forces to achieve the same. Seven commonly used enablers are described can be used in combination to develop and validate an assessment model. Case studies are summarized to schematize operational excellence programs for the scope of their industry.

This study is limited to Indian pharmaceutical manufacturers. It is implied toward small-scale manufacturers. It can be further extended to manufacturers from other regions.

This study guides quality assurance managers, regulatory agencies and other top management to implement operational excellence to ensure higher regulatory compliance. It guides to develop a roadmap to operational excellence in their scope. This study is applicable to any manufacturing industry bound to comply with pharmaceutical regulatory standards.

To the best of the authors’ knowledge, at the time of publication, there are regulatory guidelines and some articles on various key enablers to achieve operational excellence. There is no published systematic review on achieving regulatory compliance by using operational excellence.

This paper aims to describe the steps in attaining the ISO 9001:2000 quality management system certification at the University of Malaya Library.

This article includes description of the planning, implementation and maintenance of the quality management system by the library, along with continual improvement efforts to provide quality service to the library clientele.

Finds that the move towards a quality management system within quality standard requirements, such as the MS ISO 9001:2000 proved challenging to obtaining the management commitment and the reorganization of services. Customer feedback becomes the focus of on‐going planning to fulfill customer requirements. A quality management system has brought about informed decision making and increased customer satisfaction.

The study is limited to only four university libraries, thus generalization to Malaysian academic libraries is premature at this stage.

This paper will be helpful to libraries planning to implement a quality management system to improve its quality service and increase customer satisfaction.

This paper will be helpful to libraries planning to implement a quality management system to improve its quality service and increase customer satisfaction. As libraries strive to provide quality services to their clients, it is important that their quality standards be accepted globally, therefore the implementation of a quality management system based on ISO 9001:2000 may be helpful in providing clear guidelines on measuring performance.

The purpose of this paper is to determine the extent of total quality management (TQM) practices in primary schools based on teachers' perceptions, and how their perceptions are related to different variables.

In this study, a survey based descriptive scanning model was used. This study was carried out in Malatya city centre on teachers working at primary schools. Using stratified sampling method, 21 schools and 420 teachers working in these schools were selected randomly. A total of 396 of the questionnaires were validated and evaluated. A total of six‐dimensioned and a 60‐itemed questionnaire was administered to these teachers. Data were analysed by SPSS program.

In the perceptions of teachers, there were some problems with the indicators of TQM practices, especially on the dimension of change management. There were significant differences among teachers' perceptions on TQM practices depending upon the variables of branch, level of education and tenure, while there were no meaningful differences according to the gender variable.

The findings reveal the need for an effective change management, educating staff and utilizing human resources to attain a system‐wide quality improvement, to implement the principles of TQM.

Quality improvement is a continual process that should be taken up from the operational level to senior management. Primary schools, as the basic subsystem of educational super‐system, affect upper level schools with their outcomes. So TQM efforts at primary schools are fundamentally important to achieve a high quality education system. This paper sheds light on how to improve quality at this basic level.