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…
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.
The purpose of the paper is to review and compare six sigma and the lean organisation approaches to process improvement. The basis for combination and compatibility is…
The purpose of the paper is to review and compare six sigma and the lean organisation approaches to process improvement. The basis for combination and compatibility is evaluated and a holistic approach proposed.
The examination is based on the author's extensive practical consulting and training experience with diverse six sigma, lean and business process improvement programmes in numerous companies across Europe and worldwide, as well as theoretical development of his previous published work.
The paper contends that the current literature on the compatibility and combination of six sigma and lean is limited and disappointing when examined for a common model, theoretical compatibility or mutual content or method, but that they can be effectively combined into one system.
The study is experience‐based and not supported by a specific‐quantitative investigation.
Companies pursuing six sigma and lean implementation programmes need to carefully examine how the proposed initiatives relate to each other and other initiatives before fully committing, or at least to review the programme, to enable sensible programme design and management.
This paper focuses on six sigma and lean programmes in practice, rather than the theoretical basis or motivationally based argument.
The ISO 9000 standard has been revised as of December 2000. It has been thought that the implications of addressing the changes may be particularly acute for small…
The ISO 9000 standard has been revised as of December 2000. It has been thought that the implications of addressing the changes may be particularly acute for small businesses, for which the impact of requirements and relative commercial costs of compliance can be greatest. In view of this, the Quality Research Group at the University of Leicester in collaboration with the Centre for Enterprise has conducted a research project with representatives from major internationally accredited UKAS certification bodies to explore the implications that the revision to ISO 9000 is likely to have on the small business community. This current paper reports on the study undertaken by the University of Leicester team with financial and collaborative support from Lloyds Register Quality Assurance and SGS Yarsley, two of the largest international ISO 9000 certification bodies. A detailed survey involving more than 1,000 respondents from UK‐based SMEs has provided a detailed empirical profile of the company’s own views of the value of ISO 9000:2000 on the path to excellence and what they will need to do to make it work. Face‐to‐face interviews were also used to provided verification and views from non‐certified companies. The results of the study are very positive and indicate a changing view and use of a standard that used to be seen as bureaucratic, officious and complacent.
The purpose of this paper is to assess whether the implementation of a total quality management (TQM) approach positively affects the financial performance of European…
The purpose of this paper is to assess whether the implementation of a total quality management (TQM) approach positively affects the financial performance of European companies. This paper tests whether North American results showing the relative out‐performance of companies that have successfully implemented TQM approaches are replicated in Europe.
This research uses the same methodology as the seminal work of Hendricks and Singhal. The winning of a Quality Award is used as a proxy for the sound implementation of TQM. Publicly available share price and accounting data is analysed over a ten year period. Changes in the performance of award winning companies relative to non‐award winning companies are tested using a matched‐pair comparison approach.
The results confirm that, despite evident and marked differences in company structures and institutional environments between North America and Europe, stronger performance is again achieved by the TQM‐oriented award winning companies.
There is little empirical research establishing the link between TQM and improved financial performance within Europe, with most existing studies presenting findings only based on perception data. The findings presented in this paper close some of the limitations of previous European studies and use rigorous research methods to estimate the financial and business impact of TQM on company performance in Europe. Furthermore, extending Hendricks and Singhal's seminal study to include Europe, has been an objective of those in the European TQM practitioner community ever since the early results were published.
Discusses the major contributions of various quality gurus. Highlights the main messages and how principles which originally focused on the product can now be applied to services. Draws attention to the competitive importance of quality and concludes that business survival depends on quality.
Provides an executive summary of a major conference on simultaneous engineering, held in London towards the end of 1993. Rather than detailing specific presentations, concentrates on highlighting the breadth of issues discussed, thus illustrating the often overlooked complexity of simultaneous engineering.
The papers compiled in this special issue have been presented at the conference on “Corporate Governance and Ethics: Beyond Contemporary Perspectives” that has been held in June 2004 in Sydney, Australia.1 The conference has brought together the three disciplines that impact on governance issues: accounting, management, and law. This issue reflects this interdisciplinary approach to the subject matter.