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The purpose of this paper is to conceptualize the integration of total productive maintenance (TPM) and ISO 9001 certification by contributing a model named as TPM 9001:2008.

In the beginning of the paper, the origin, growth and capabilities of TPM and ISO 9001 certification in enabling the organizations to perform at world class level are appraised by citing research outcomes reported in literature arena. The information and knowledge thus gathered from literature arena are used to conceptualize TPM 9001:2008 model. Through this conceptualization, the eight TPM pillars are fitted into the five major clauses of ISO 9001:2008 standard. In order to illustrate this conceptualization, the contents of a sub-clause of TPM 9001:2008 model are presented and the rationale behind designating it is appraised.

TPM 9001:2008 model brings out synergy from the two renowned world class strategies namely “TPM” and “ISO 9001 certification”.

The paper points out that the practical validity of TPM 9001:2008 model shall be established by conducting real time case studies in various organizations.

This paper presents a unique approach for integrating TPM elements with ISO 9001:2008 standard based quality management system, as a single framework benefiting the contemporary organizations.

The purpose of this paper is to present a framework for integrating Lean Six Sigma DMAIC methodology and belt based training infrastructure with ISO 9001:2008 standard based Quality Management System.

A new model called L6QMS 2008 has been developed from the process based quality management system model of ISO 9001:2008 standard based Quality Management System. This model integrates the Lean Six Sigma requirements as appended additional sub‐clauses in the ISO 9001:2008 standard.

L6QMS 2008 aids an organization in implementing a Lean Six Sigma programme with minimum effort and expenditure.

Results of case studies illustrating the implementation of this integrated approach are presented in this research paper.

This paper presents a unique approach of integrating the three main management models, namely Lean, Six Sigma and ISO 9001:2008 standard based Quality Management System, as a single framework benefiting contemporary organizations.

The purpose of this paper is to initiate researches in the direction of integrating knowledge management (KM) principles with ISO 9001:2008 Supported Quality System and motivate the practitioners to implement such integrated system in real-time practice.

The principles of KM were integrated with the five major clauses of ISO 9001:2000 standard. After designing this integrated system, it was subjected to peripheral implementation study in a government-managed company situated in India. The knowledge portal required for maintaining this integrated system was also developed.

ISO 9001:2008 and ISO 9001:2000 standards rest on the same process-based quality system model which is comprised of five major clauses. Hence, the integrated system proposed in this paper can be utilized by the contemporary organizations to infuse KM principles in ISO 9001:2008 based quality system.

Though the integrated system designed in this research could not be implemented in a full-fledged manner, the experiences gained have been useful to indicate the future direction of research and practice for integrating KM principles with ISO 9001:2008 Supported Quality System.

A roadmap has been evolved to guide the practitioners to implement Knowledge Managed ISO 9001:2008 Supported Quality System.

No researcher or practitioner has so far contributed a model integrating the process-based quality system incorporated in ISO 9001:2000 and ISO 9001:2008 standards with KM principles. As this gap is filled in this paper, the contributions of this paper are valuable to both researchers and practitioners.

The purpose of this paper is to explore the impact of the effective implementation of both ISO 9001 and ISO 22000 systems on the competitive performance of certified food manufacturing companies.

A survey instrument was used for quantitative data collection. All items were measured on a seven‐point modified Likert scale. The data were analysed statistically by means of Statistical Package for Social Scientists. Factor analysis and multiple regression analysis were conducted to test the research hypotheses. Both validity and reliability of the measures were checked in order to reduce the measurement error.

The results show a positive and significant relationship between the combined effective implementation of ISO 9001 and ISO 22000 standards and competitive performance of certified food companies, explaining a significant proportion of variance in their performance.

The results of this study help managers of food companies realize that both the effective implementation of the quality management and quality safety systems ISO 9001 and ISO 22000 lead to increased competitive performance for certified companies. Thus, the paper may motivate the non‐certified food companies to effectively adopt the principles and conform to the requirements of these standards, leading to enhanced manufacturing capabilities and competitive performance.

This paper highlights the influence of quality and food safety management systems on the competitive performance of the certified food manufacturing companies. It reveals the value of the combined effective implementation of ISO 22000 and ISO 9001:2000 systems, proving that, when effectively implemented, they have a favourable effect on companies' performance.

The purpose of this paper is to review and classify the main findings of the studies undertaken on ISO 9001:2000 certified companies and to present future research proposals.

A comprehensive literature review is carried out focusing on research papers published in academic literature. Both, the most recently published papers as well as those concerned only with the 2000 version of the ISO 9001 standard are chosen. The findings from the research papers are classified according to the issues examined.

The many studies undertaken regarding the ISO 9001:2000 implementation show that although there are signs that the initial results are not so positive, the general conclusion is that the standard has positive impact on the company's operational as well as business performance and on the company's effort to move towards total quality management. However, many research proposals have been expressed in order to fully determine the long‐term results as well as to specify a valid model containing the fundamental quality management practices which can effectively drive a company to business excellence.

Having in mind that the ISO 9001:2000 is getting to its end and a new revised standard is being given birth (ISO 9001:2008); the paper reveals that the research agenda is still full of topics that have to be considered in order to fully understand the standard's implications. Hence, given the findings from the researches carried out until now and the modifications made to the requirements of the new standard, this paper gives directions for effective transition to the revised standard as well as for future research studies.

Reviewing the literature, it is observed that many research papers regarding the ISO 9001:2000 standard have already been published. This paper classifies the research findings and points out future research proposals in order to fully explore the quality management discipline.

The purpose of this paper is to provide additional evidence of the impact of ISO 9001 effectiveness on three dimensions of a firm’s performance, namely product quality, operational performance and business performance.

The analysis includes an initial exploratory factor analysis (EFA), followed by confirmatory factor analysis (CFA) and structural equation modeling (SEM), in order to investigate the relations between the constructs of the proposed model. A sample of 287 ISO 9001 certified Greek manufacturing firms is used for this purpose.

According to the study findings, ISO 9001 effectiveness directly contributes to product quality and operational performance. Although it has no direct impact on manufacturing firms’ business performance, it has an indirect impact through the moderator of operational performance.

The sample of the responding manufacturing companies is limited to small- and medium-sized enterprises (SMEs) from one country (Greece). In addition, the effects of the internal business environment and endogenous business factors have not been assessed through the present study.

The study offers clear implications for managers who focus on elements that will increase the ISO 9001 effectiveness and desire to choose strategies, allocate resources and improve their firm’s performance.

The present study contributes to the literature gap aiming at examining the degree to which ISO 9001 effectiveness influences the performance of certified firms. The concept of “ISO 9001 effectiveness” is introduced as the extent to which its prescribed quality objectives are met.

ISO 9001 is an international specification that provides certification for quality management systems (QMSs) after careful external auditing. However, certified companies rarely evaluate their quality systems after being certified. The certificate needs to be renewed periodically where companies are encouraged to evaluate their gained benefits and improve their QMS’s deficient areas. The purpose of this paper is to provide a method of evaluation based on the level of customers’ satisfaction over five metrics (reliability, assurance, tangible, empathy, and responsiveness).

The methodology enables to benchmark the current level of satisfaction with prior levels of satisfaction before the ISO 9001 certification. The methodology is applied for the QMS pertinent to the design services (DS) for a large public company in Saudi Arabia. Three case studies were undertaken on the DS for large-scale construction projects.

The results were compared between year 2008 (total of 77 projects) and year 2011 (total of 39 projects). The results show that the ISO 9001 certificate may not always demonstrate an evidence of improving customers’ satisfaction levels and, hence, a gap analysis should be implemented to define possible areas of improvement.

This work is limited to the construction industry. In specific, it addresses only the customer satisfaction related to the design management services. However, Saudi Arabia is known to host many large scale organizations that are heavily involved in international business trade. Hence, the authors believe that the Saudi industry can leverage their practices up to the international standards and similarly the international practices can accommodate some of the best practices in Saudi Arabia.

It is a general perception in the industry that ISO 9000 implementation will mean good quality products. This work provides the argument that the ISO 9000 implementation should be tested on a regular basis to validate this perception. It shows that in some cases the ISO 9000 did not improve the customers’ satisfaction and, hence, the need arises for gap analysis to modify the QMS.

The purpose of this paper is to focus on the use of quality management tools and techniques and their integration into the ISO 9001:2008 standard in a wind power (WP) sector supply chain (SC).

The research project was carried out in 119 WP sector SC companies (i.e. component suppliers, wind turbine assemblers and wind farm operation and maintenance services) using the questionnaire method. The companies selected employ quality management systems (QMSs) which conform to the ISO 9001:2008 standard.

The survey findings reveal that the degree to which quality tools and techniques are used in the WP companies can be characterised as “high”. The results show that internal audits, flowchart diagrams and cost of poor quality are the most-commonly applied tools and techniques, although they also indicate some areas for further improvement, for instance, when using advanced and complex quality techniques such as design of experiments, quality function deployment or business process management. In addition to this, the findings reveal that ISO 9001:2008 establishes a favourable environment for the use of quality tools and techniques.

The study was based on the perceptions of quality managers, quality engineers and company managers (subjective data) and did not examine the reasons for either not implementing and/or the difficulties encountered while implementing quality tools and techniques.

The specific findings indicate that employing quality tools and techniques is useful for managers, not only when implementing a QMS, but also when suggesting recommendations for improvement.

A change of developing a framework integrating the main QT&T procedures into the main ISO 9001 processes.

The purpose of this paper is to define and subjectively measure ISO 9001 effectiveness as the achievement of the standard's objectives and determine its impact on the performance dimensions of service companies related to product/service quality, operational and financial performance.

An empirical study was carried out using a sample of 100 ISO 9001:2008 certified service companies. Data were obtained from the quality managers of the companies through a structured questionnaire. Exploratory factor analyses are applied to extract the latent factors of the indicators of ISO 9001 objectives and performance dimensions. Multiple linear regression analyses are also applied in order to determine the impact of ISO 9001 effectiveness on the performance dimensions of service companies.

The findings of the present study confirm the dimensionality of the ISO 9001 effectiveness (evaluated by the degree of achievement of the standard's objectives, namely prevention of nonconformities, continuous improvement and customer satisfaction focus) and reveal its significant contribution to the performance of the service companies. The product/service quality and operational performance of the service companies are directly and significantly influenced by ISO 9001 effectiveness. However, the financial performance is directly influenced only by operational performance, while the impact of ISO 9001 effectiveness is indirect through its significant correlation with operational performance.

The sample of the responding ISO 9001 certified service companies is limited to small and medium‐sized enterprises (SMEs) from one country (Greece). Moreover, the introduced instrument is of subjective nature as the data collected through quality managers may be biased regarding ISO 9001 effectiveness and company performance. Furthermore, the influence of ISO 9001 effectiveness on service company performance with regard to market share and customer satisfaction has not been determined. The above limitations suggest future research recommendations.

By defining ISO 9001 effectiveness based on its objectives, managers may be aware of what to improve to increase the standard's effectiveness and therefore directly improve service company performance in terms of quality and operative results and indirectly in terms of financial results.

Based on the core issues of ISO 9001 effectiveness this empirical study confirms its multi‐dimensional structure and determines the contribution of ISO 9001 effectiveness to specific performance dimensions of service companies.

ISO 9001 is applied by hundreds of thousands of companies throughout the world. For this reason, its effect on company results has been extensively studied. However, the results of those studies are inconclusive and sometimes contradictory. More in-depth research, with a new approach, is therefore necessary. The purpose of this paper is to analyse whether ISO 9001-certified companies suffered the effects of the financial and economic crisis of 2007–2008 to a lesser degree than non-certified ones.

A set of 179 companies certified by ISO 9001:2008 and 154 non-certified ones were analysed, as well as the accounting figures for net sales and operating income (EBIT: earnings before interest and taxes) from 2004 to 2012.

Companies from the industry and services sectors showed different results. Certified industrial companies achieved better outcomes than their non-certified counterparts. However, the deviations in outcomes were not significant for services companies.

One limitation of this study is that companies’ official results are not always their true results. Another limitation is that having to do with the criteria followed to suppress extreme cases, which is always subjective. Furthermore, the implications of the results could be of use for those managers who are responsible for implementing ISO 9001 and for deciding whether obtaining the ISO 9001 certification would be beneficial to their companies.

This study constitutes a new approach for the assessment of the benefits of the ISO 9001 certification.