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The purpose of the study is to identify the perceived lack of certain core knowledge, skills and attributes in external quality auditors (EQAs) that contributes to an audit process that does not add value for client organizations. This paper describes the development of a competency requirement framework for quality management system (QMS) EQAs that would improve their capability and audit performance.

A review of relevant international literature on auditor competence and education, clients' expectations on external auditors, explicit and implicit expectations based on ISO 9001:2015 and ISO 19011:2018, and current auditor capability was conducted to obtain insights into the present situation and requirements of the environment. A survey questionnaire was then utilized in the collection of data from 19 heads of certification and technical reviewers of accredited certification bodies (CBs) in Malaysia. Univariate and bivariate analysis were used in analyzing the data from respondents.

The overall results show that the most important components of knowledge for EQAs to possess are quality management principles, system and standards; risk management; and business process and operations management. In terms of skills, the most important skills for auditors are auditing and report writing and critical/analytical thinking, followed by communication/interpersonal/people/ICT and team management. Attributes such as integrity, being ethical, professional and objective are found to be most important in EQAs to be effective and add value to the audits. Based on the results, the competency requirement framework of EQAs was developed.

This paper presents the knowledge, skills, attitudes and experience needed by EQAs identified by the CBs which is then developed into a competency requirements framework for future auditor training. The resulting framework from the study can be used by accreditation bodies, CBs and training organizations to evaluate and improve the auditors' competence and audit performance in the future.

This paper aims to investigate and to highlight the way the quality system is being managed and the outcomes in terms of changes and improvements obtained by the two companies as a result of its maintenance approach. By studying how ISO 9000 is being maintained in the service organisations, it provides useful insights into the unique ways quality systems are managed and the aspects that are important to successful and effective maintenance of ISO 9000 quality system.

A case study approach as described by Eisenhardt and Yin, is used for this study. A total of 30 face‐to‐face interviews were conducted over a period of 13 weeks with top management, middle management, lower management in charge of operations and quality, and the management representative responsible for the implementation of ISO 9000 in the organisation. To support the findings of the interviews, 300 questionnaires were distributed to employees of both companies. ISO 9000 and quality documents were also reviewed as part of the data gathering process for the study.

Based on the interview results, there are similarities and differences in how the two case companies maintain their ISO 9000 in terms of how they view and manage the aspects that are closely associated with ISO 9000 maintenance. It was found that the company with higher top management commitment and better internal communication has better‐motivated employees. Regardless of the length of time being certified to ISO 9000, the firm which incorporates a higher level of human resource aspects such as reward, recognition and empowerment into its quality system experiences higher employee enthusiasm and commitment to the maintenance of the quality system which resulted in better employee participation and involvement compared to the one that did not.

This paper makes a contribution to the body of knowledge in the field of quality management systems during the maintenance phase where such work is still limited, especially in the service sector.