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The academic library is an important component of any university and is responsible for providing academic and research support to all members of the university community. At present, higher education institutions in Thailand are trying to evaluate and improve their quality by implementing quality assurance models/mechanisms. Libraries, as critical supporting organizations in these institutions, also need to improve their quality. As a service organization, academic libraries are faced with the need to satisfy their clientele and to measure and evaluate their services. There is a need, therefore, for librarians to take positive steps to insure that their clients receive quality services.

To describe how The Red Cross Hospital in Beverwijk, The Netherlands implemented an ISO 9000 quality management system throughout the entire organisation, obtained an ISO 9002:1994 and subsequently an ISO 9001:2000 certificate.

First, a global implementation plan was written concerning the process obtaining in each department. Once improved, each process was subjected to a procedure, and specific protocols effected. On completion the Quality Manual was put together. Quality management was completed by implementing an internal audit system involving 50 co‐workers.

A number of advantages are found from using ISO. The focus on patients has been re‐established. All processes are identified and subject to continuous improvement. Performance measurements were introduced and give an integrated picture of results. Measurements subsequently lead to improvement of quality of care and to quality system improvements. The documentation system serves the organization's needs without leading to bureaucracy. Positive effects on patient safety could be demonstrated compared with ten other hospitals.

Given the need for adequate quality management tools in health care and the need for demonstrating quality, the positive effects reported in this article show how ISO is expected to become more prevalent in health‐care organisations.

Considers the Investors in People programme and the quality standard ISO 9002 and suggests that many companies approach these standards in an exclusive manner, seeking accreditation to one or the other; few companies consider the merits of concurrently running accreditation programmes to both. Discusses the advantages to be gained from both and gives advice on implementing programmes which will conform to the standards’ requirements. Concludes that combination of the two standards leads to a company gaining the best of both worlds; by developing individuals within the operation so that they may contribute fully to the success of the business, and by setting the appropriate standards to follow, in order to provide the customer with a consistently high quality product.

This study identifies the costs, benefits and the satisfaction level with ISO 9000 implementation in Saudi Arabian firms. A survey of 140 ISO 9000 certified manufacturing companies was carried out. The results suggest that these manufacturing companies were satisfied with ISO 9000 as far as the benefits gained from certification and its costs were concerned. They considered the benefits of ISO 9000 certification to exceed the costs of attaining the standards, and believed that ISO 9000 contributed to organisational survival and success.

Quality improvement continues to be an important international business strategy as we enter the twenty‐first century. Legal requirements, customer demand, market pressure, competition, and the need for in‐house quality improvement has driven more companies to become ISO 9000 registered. Implementing ISO 9000 is expensive, time‐consuming, and requires significant dedication and effort. Investment in such a project calls for detailed analysis and justification. This research paper proposes a multi‐attribute analysis and justification model based on the analytical hierarchy process (AHP) for implementing the ISO 9000 quality system standard. The model is developed based on case studies at companies which underwent the process of registration and by the synthesis of relevant literature both on ISO 9000 and techniques of analysing similar projects. The model has been applied and validated in companies that are both ISO 9000 registered and are pursuing ISO 9000.

The international quality systems standard ISO 9000 is changing. Whilst much maligned, the standard has still done much to ensure basic quality requirements in world industry, commerce and the public sector. In November ISO 9001 is changing – dramatically – and ISO 9002 will no longer exist. This is probably the most substantial change in its history. In one major leap the international standard will come up to date with modern development in quality thinking. Quality assurance will never be quite the same again!The new version of ISO 9001 places emphasis on process management and resource management and has commonality of architecture with ISO 9004, so that quality assurance requirements and quality management aspirations can be aligned holistically. The standard will be reduced from a 20‐clause standard to a four‐clause standard. Further, it will be more holistic, more customer orientated and have more in common with other quality and excellence models. It is a good development, but it will mean changes, and the sooner organisations start to understand the new requirements, the readier they will be for avoiding the pitfalls!What, though, are the implications for organisational excellence? This paper discusses how the changes may assist the development of a holistic approach to excellence, but also the remaining areas of difficulty.

Examines the involvement of all levels of employees in Hong Kong and China companies for ISO 9000 registration and maintenance. For convenience, the employee levels are divided into management, supervision, staff and operator level categories. The extent and the nature of involvement among these four levels of employees are studied and an appropriate employee strategy for ISO 9000 registration and maintenance is formulated. Based on the literature review, and the analysis of case studies and personal interviews that are conducted for selected Hong Kong and China ISO 9001/2 certified companies, we have formulated an employee involvement strategy to establish, implement and maintain the ISO 9000 based quality system. Then a questionnaire survey is conducted and the survey data are analyzed to validate and revise the strategy formulated earlier.