Developing a knowledge management policy for ISO 9001: 2015

2016 ◽  
Vol 20 (4) ◽  
pp. 829-844 ◽  
Author(s):  
John P. Wilson ◽  
Larry Campbell
Keyword(s):  
Knowledge Management ◽  
Quality Management ◽  
Organizational Knowledge ◽  
Iso 9001 ◽  
Management Policy ◽  
Quality Management Systems ◽  
Content Type ◽  
Core Elements ◽  
History Of

Purpose International Organization for Standardization (ISO) 9001: 2015 quality management systems places an obligation on organizations to consider the role of organizational knowledge as a resource. The purpose of this paper is to systematically relate the key fundamentals of knowledge management to the seven quality management principles of ISO 9001: 2015. It is the first to consider this relationship. Design/methodology/approach The paper traces the history of quality standards and the background to the inclusion of an organizational knowledge clause in ISO 9001: 2015. It then systematically considers the seven quality management principles in relation to knowledge management principles. Findings The core elements of the knowledge management standard are incorporated with the organizational knowledge clause. Explicit and tacit knowledge are addressed by the ISO standard. Knowledge and its management will become increasingly important in organizations driven by ISO certification requirements. Research limitations/implications ISO 9001: 2015 was released in September 2015 which means that organizations have yet to apply the organizational knowledge clause. This paper is a conceptual one which needs to be complemented with empirical research. Practical implications This paper identifies the role of knowledge management principles as they apply to ISO 9001: 2015 and the seven quality management principles. More than 1.1 million organizations are certified to ISO 9001, plus many others who use the standard informally. Those involved with organizational quality will need to understand the role of knowledge in the organization. Social implications Quality services and products need to be underpinned with strategic knowledge management. Originality/value This paper is the first to discuss knowledge management in relation to the seven quality management principles which assist the development of policy for quality management.

scholarly journals Examining the implementation of ISO 9001 in Indonesian construction companies

2015 ◽  
Vol 27 (1) ◽  
pp. 94-107 ◽  
Author(s):  
Debby Willar ◽  
Vaughan Coffey ◽  
Bambang Trigunarsyah
Keyword(s):  
Quality Management ◽  
Construction Industry ◽  
Current Practice ◽  
Iso 9001 ◽  
Quality Management Systems ◽  
Content Type ◽  
Construction Companies ◽  
Main Motive ◽  
Research Findings ◽  
Management Attitude

Purpose – The purpose of this paper is to examine the implementation of quality management systems (QMSs) of Grade 7 (G-7) Indonesian construction companies. This includes the initial motives that have driven the development of QMSs, barriers to effective QMS implementation, the current practice and integration of QMS-ISO 9001 principles and elements, and the performance of contractors implementing such QMSs. Design/methodology/approach – A survey was conducted involving 403 respondents (Quality Management Representatives, Managers, and Project and Site Engineers) from 77 G-7 as well as ISO 9001 certified Indonesian construction companies. Findings – The main motive for G-7 contractors in establishing and implementing ISO 9001 based QMSs are identified as being to effectively and efficiently control project activities. Respondents apparently do not often experience problems related to QMS implementation. However, issues of management attitude and purpose are identified as barriers that may affect effective QMS implementation. The study highlights the ISO 9001 principles and elements that still require to be more critically applied by G-7 contractors in order to fully implement and improve their current QMS effectiveness. The findings also suggest that, although certified, many G-7 contractors have not yet achieved a satisfactory level of performance to be truly competitive in global markets outside Indonesia. Originality/value – To date, only limited research has been conducted into the application of ISO 9001 in the Indonesian construction industry. The research findings reinforced the value of pursuing more effective QMS implementation. They also support current attempts to introduce ISO 9001 QMSs to a much wider base of Indonesian construction companies, particularly small and medium sized contractors and builders.

The impact of the implementation of management system on the perception of role and tasks of maintenance services and effectiveness of their functioning

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Przemysław Drożyner
Keyword(s):  
Quality Management ◽  
Management System ◽  
Iso 9001 ◽  
Management Systems ◽  
Important Conclusion ◽  
Repair Work ◽  
Content Type ◽  
The Impact

PurposeThe first goal of the article was to examine how the perception of the role and scope of operation of maintenance services in the enterprise changes, depending on whether the company has an integrated management system (IMS), only a quality management system implemented in accordance with ISO 9001 and in the absence of a formal, certified management system. The second goal was to propose a model for assessing the quality of maintenance service functioning in enterprise with IMS implemented.Design/methodology/approachThe author's experience of over 1,000 audits in enterprises in various industries: food, automotive, construction, petrochemical, electronic and so on was used in the work. The audits were carried out in three types of companies: which had IMSs (800 audits), which only had a system implementation certificate ISO 9001 (140 audits) and without any standardized management system implemented (so-called second-party audits, commissioned by the client of the audited company.FindingsThe most important conclusion is – the role of UR services in enterprises with the implemented IMS is much broader and goes beyond the classic framework for planning, implementation and settlement of maintenance and repair work. Maintenance is understood more broadly and includes in its scope also the safety of people and the environment, the efficiency of production and consumption of utilities as well as the quality of products and services. Maintenance issues include not only strictly technical aspects but also economic, logistic, legal and organizational and management aspects.Practical implicationsResearch shows that enterprises, especially those with high technical and organizational culture, should not treat management systems as costs, but as a driving force for the implementation of new technologies, new organizational solutions and the development of employees' competences.Social implicationsBroad views on stakeholders of maintenance services (including employees, their families, control institutions) and their requirements make enterprises begin to see the need to maintain the so-called lifetime balance, as well as the safety and comfort of work of employees of these services.Originality/valueThe author did not find in literature any reports on studies of the impact of formal, certified management systems on the quality of maintenance services; this article shows that this impact is large and, above all, positive; with such a broad understanding of the role of maintenance, there is a need to develop a common platform for such seemingly distant concepts as machine technical condition or fatigue life versus cost accounting and quality management.

scholarly journals The role of customer orientation in improving services in public administration

Management ◽  
2014 ◽  
Vol 18 (1) ◽  
pp. 356-369
Author(s):  
Anna Ludwiczak
Keyword(s):  
Quality Management ◽  
Public Administration ◽  
Customer Orientation ◽  
Iso 9001 ◽  
Management Systems ◽  
Quality Management Systems

Abstract The article presents the problem of improvement in public administration offices in one of the most important current principles of quality management - customer orientation in the context of the functioning of these units in quality management systems compliant with the requirements of BS EN ISO 9001:2009. The results of the author’s research in the use of this orientation in selected government offices are presented. The article explores the deficiencies that occur in the offices surveyed in this respect and presents examples of possible methods and tools for the study of the needs, requirements and expectations of customers and techniques for the measurement of their satisfaction that may be used in public administration

The role of TQM in strategic product innovation: an empirical assessment

2014 ◽  
Vol 34 (10) ◽  
pp. 1307-1337 ◽  
Author(s):  
Graça Miranda Silva ◽  
Paulo J. Gomes ◽  
Luís Filipe Lages ◽  
Zulema Lopes Pereira
Keyword(s):  
Quality Management ◽  
Product Design ◽  
Process Improvement ◽  
Product Innovation ◽  
Management Systems ◽  
Innovation Capability ◽  
Quality Management Systems ◽  
Content Type ◽  
Strategic Innovation

Purpose – The purpose of this paper is to study the effect of total quality management (TQM) resources on strategic product innovation. It addresses the apparent tension between quality management and innovation management and seeks empirical support for the proposition that quality management resources can be used to support strategic innovation. Based on resource-based view, it defines key resources that firms develop during implementation of TQM systems: TQM culture, product design capability, and process improvement capability – and assesses the role of these resources in the success of product innovation. Design/methodology/approach – A survey of 112 manufacturing firms was conducted and the resulting data were analyzed using partial least squares (PLS) to determine how TQM constructs affect strategic product innovation. Findings – The main finding suggests that only product design capability contributes to strategic product innovation. TQM culture has a direct influence on process improvement and product design capabilities but not on product innovation. The effect of innovation capability and innovation orientation on product innovation was only supported for innovation capability. The effect of innovation orientation is mediated by the development of innovation capability. Research limitations/implications – The paper focusses on the level of maturity of capability development without taking into consideration the time since adoption. Also, the measure of product innovation is based on the degree of product newness but does not dichotomize in terms of radical vs incremental. Several arguments supporting a negative relationship between TQM and innovation often refer to radical or breakthrough innovation. It would be interesting to test the model while distinguishing between radical and incremental innovation. The use of cross-sectional data is a methodological limitation. Practical implications – The results suggest that managers can leverage their quality management systems to support product innovation. In particular, the ability to design quality into products leads to higher levels of strategic production innovation. The successful deployment of TQM capabilities requires an integrative and well-structured approach, involving top leadership engagement of employees and customer orientation. While TQM culture is critical to the development of quality management capabilities, it does not directly affect the innovativeness of a firm. Originality/value – The paper explores the relationship between quality management systems and strategic product innovation. Further work is needed to test whether TQM effect on strategic innovation is different for radical and incremental products, and for other innovation outcomes such as process and service innovation.

How internal transparency impacts organizational resilience

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Al Balushi
Keyword(s):  
Quality Management ◽  
Management Systems ◽  
Organizational Resilience ◽  
Structured Interviews ◽  
Quality Management Systems ◽  
Content Type ◽  
Mediating Role ◽  
Communication Flow ◽  
The Relationship

PurposeResearch on transparency has been concerned mainly with external transparency, leaving internal transparency understudied. In particular, there is a lack of empirical research on the relationship between internal transparency and organizational resilience. This paper aims at investigating how internal transparency impacts organizational resilience in a public entity. It also examines how (quality) management systems impact internal transparency, and thus organizational resilience.Design/methodology/approachThe research is based on semi-structured interviews covering the relevant topics. A total of 32 interviews were undertaken between January and May 2018.FindingsThe findings indicate that internal transparency contributes to better preparedness to adverse conditions by enhancing the ability to cumulate, locate and share knowledge. Similarly, management systems improve internal transparency through the enhancement of communication flow, use of indicators and accretion of a database.Originality/valueThe paper is the first, as evident from the literature review, to investigate how internal transparency impacts organizational resilience. Hence, it sheds light on a very important aspect of the effective management of quality, risk and reliability. It is also one of the first papers to examine the mediating role of (quality) management systems in organizational resilience.

Identification of barriers to improving quality management systems

2016 ◽  
Vol 28 (1) ◽  
pp. 79-88 ◽  
Author(s):  
Piotr Rogala
Keyword(s):  
Quality Management ◽  
Internal Communication ◽  
Management Systems ◽  
Future Research ◽  
Quality Management Systems ◽  
Content Type ◽  
Internal Auditors ◽  
Underlying Causes ◽  
Survey Results

Purpose – The purpose of this paper is to report the results of a survey on quality management systems (QMS)-related problems faced by management representatives. Design/methodology/approach – The survey was carried out on certified organisations by means of a self-administrated questionnaire. A total of 97 organisations participated in the study. Findings – It was found that the majority of management representatives believe themselves to be well aware of the weaknesses in their respective organisations and of the underlying causes. They also maintain that they know how to overcome them. They perceive insufficient involvement on the part of managers and staff and limited resources as being far more crucial problems. Research limitations/implications – The sample only covers 97 organisations, so including more entities would be strongly recommended in any future research. This would enable grouping by general characteristics, such as businesses and public administration, for instance, and allow a comparative analysis to be conducted. Furthermore, as the data in this study were collected from management representatives and are based on their subjective evaluations, they should be set in the perspective of other viewpoints, for example those of top management and internal auditors. Practical implications – The survey data make it possible to identify the personal traits and competences required for the role of management representative. An analysis of the problems identified by means of the survey indicates that those competences should fall within the areas of internal communication, motivation and so forth. Originality/value – ISO 9001 pays little attention to the competences and role of a management representative. Empirical research on the subject is also lacking. The survey results and their analysis presented here contribute towards a better understanding of the sources of success or failure in implementing, maintaining and improving a QMS.

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