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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 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.

This paper aims to explore the practice of quality management framework as a strategic tool for public management.

The paper starts with a basic process‐based model; it then enhances the model with the quality management principles for continuous improvement. With identification of concerned factors from the literature, it examines their usefulness in the quality management system.

An empirical analysis on the framework identifies eight factors: factual approach to decision making, use of quality tools, customer focus, leadership, involvement of people, process approach, mutually beneficial supplier partnership and internal results. The framework shows that leadership and customer focus are much more important than previously anticipated for successful implementation of quality management system.

Managers in public organizations must realize that all high performance organizations, whether private or public, are by principle customer‐driven. In addition, it is imperative for them to enhance their leadership as it is essential for effective quality improvement.

While the effect of adopting a quality management system on organizational performance has been well documented, the underlying mechanism about how the system works has yet to be empirically identified. This paper contributes to the literature by addressing such a gap and presenting a causal model for quality management principles.

The attention focused on the complex set of human activities through which a company attempts to create value for its stakeholders is one of the most characteristic features of the total quality management (TQM) concept. This focalisation on the concept of process in the field of competitive quality is today mirrored in the prerequisites of normative quality, as the new ISO 9001: 2000 standard encourages a process approach to quality management. This article aims to investigate the relationship between the crucial aspects of process management and the normative indications of ISO 9001: 2000. To this aim, a conceptual framework is proposed which integrates the core components of process management methodologies described in the literature. The framework is used to analyse the requirements of the new quality system standard and to evaluate the conceptual advancement of ISO 9001: 2000 toward TQM principles and practices. The paper discusses how the harmonisation of normative requirements with TQM could entail several important risks as it increases the problem of ritualistic implementation – i.e. the adoption of external norms exclusively targeted at social legitimation – and concludes with a reflection on the “implementation challenge” that both companies and consultants have to face in order to seek ISO 9001 registration and develop an effective process management system.

The purpose of this paper is to examine management attitudes/perceptions of Egyptian manufacturing organizations toward the implementation of ISO 9001:2000. The implementation of ISO 9001:2000 depends on how the standard is perceived by Egyptian companies themselves.

The present study is exploratory in nature and seeks to collect data about management attitudes/perceptions towards ISO 9001:2000 through a structured mail survey. Mail questionnaires were sent to 200 manufacturing companies throughout Egypt, yielding a response rate of 35 percent.

Survey results indicated that Egyptian manufacturing organizations are aware of ISO 9001:2000 and it is considered to be relevant to their organizations. The main motivators for seeking ISO certification were to improve the efficiency of the quality system and to achieve customer satisfaction. The vital benefits perceived from implementing the certificate were improved documentation and improvement in the efficiency of the quality system. However, the participants perceived top management commitment and the lack of qualified personnel to be major barriers for the effective implementation of ISO 9001:2000.

The research adds knowledge in the field of quality management within the context of developing countries and gives a particular focus on Egypt and the manufacturing sector, as it is one of the few papers available within the field of quality management in Egypt.

The purpose of this paper is to evaluate the results from a survey on ISO 9000 certified manufacturing companies in Saudi Arabia.

An empirical survey of 175 certified manufacturing firms in Saudi Arabia. This study is focused on the benefits achieved from ISO 9000 implementation, level of satisfaction with the standard, the anticipated steps after ISO 9000 implementation, factors influencing the choice of registration agencies and the associated problems with registration agencies.

Certified firms in Saudi Arabia have performed well in their registration process and have benefited from ISO implementation. This could be due to the high level of interest in the area of quality, as most customers request quality or a certificate to prove existence of quality products/services.

For effective implementation of the standard in other organizations, the study recommended that organizations should plan carefully, measuring internal as well as external aspects and performing cost‐effective analysis of the implementation process. Also they should use gap analysis to assess their actual abilities against ISO requirements. When this study was performed, the number of certified organizations was still small, constraining more in depth research in this area.

Adds to the body of knowledge concerning the ISO 9000 with particular interest on Saudi Arabia.

Because of the avalanche of management system standards for business functions ranging from quality and environment to corporate social responsibility, integration of management systems that these standards describe has become a popular topic of research and practice. This paper provides a summary of the most important issues regarding integrated management systems (IMS), including the main problem, the reasons behind it, the differing routes toward a solution, and the meaning of the solution itself. The overwhelming need for a solution points in the direction of a methodology for the integration of internal management systems, not an integrated standard. This paper illustrates one such methodology, and applies it to provide a foundation for and guide the construction of an IMS. Finally, it is argued that the future of IMS rests with the extension of its minimalistic requirements towards a set of comprehensive criteria able to steer the delivery of excellence to all stakeholders.

Despite its popularity, business process management (BPM) is not unequivocally defined, but obtains different forms with varying specifications. This paper presents a critical overview of BPM, as it appears within four dominant management paradigms: total quality management, standardized management systems, business process reengineering and Six Sigma. The purpose of this paper is to explore BPM specifications and compare the BPM implementation potential under each paradigm.

This is based on the analysis of a large number of highly cited scholarly publications. In order to identify the nature of BPM within each paradigm, a common framework for comparison is first established and then, for each paradigm, BPM is analyzed according to the main parameters of this framework.

Many differences among various BPM forms are paradigm driven. So, the approach adopted by each paradigm (i.e. individual-process or systemic approach) affects the scope and role of BPM. The principles of each paradigm directly affect the attributes assigned to BPM. Despite of important differences, the structure of BPM within all paradigms conforms to the stages of the classical BPM lifecycle. However, each paradigm assigns different weights to each stage and also displays different levels of BPM implementability.

The paper presents a first systematic comparison of BPM specifications for the dominant management paradigms primarily deployed. It thus explains why many attributes originating from the paradigms have crept into the general BPM specifications. This work can be considered as a step toward defining the core attributes of a paradigm-independent BPM model, thus enhancing its application scope as an invaluable management tool.

The continuous development of quality management in organizations was driven on the one hand by competition and on the other hand by growing requirements of the customers. Mass production with a pure push strategy changed to a more and more pull strategy with higher customer and market orientation. To satisfy the requirements of the triangle quality, cost and time the field of view of quality management has continuously been widened from considering “what” is done to “how” it is done. Nowadays the complexity and interrelations inside and outside of organizations increased with their global orientation. To face these global challenges, the purpose of this paper is to do a detailed analysis of the history of quality management that can support the initial position in development of specific tools and methods for quality improvement in organizations.

For the historic analysis a well-founded literature review has been performed. After presenting the historical development of quality management, the current situation described. Finally an outlook for upcoming trends in quality management is provided by extrapolating current developments.

Four different paradigm shifts in quality management are up to now identified and described, accompanied by a high number of smaller development steps. Current efforts for the further development of quality management encompass “perceived quality”, “human-focused quality management” and “intelligent quality management”.

The paper gives a survey on the development of quality management and delivers a forecast on future requirements and trends in structuring the quality management in technical enterprises.