scholarly journals Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

2018 ◽  
Vol 11 (1) ◽  
pp. 34 ◽  
Author(s):  
Noussaiba Bounabri ◽  
Ahmed Amine El oumri ◽  
Elmadani Saad ◽  
Latifa Zerrouk ◽  
Amina Ibnlfassi
Keyword(s):  
Quality Management System ◽  
Resistance To Change ◽  
Implementation Process ◽  
Iso 9001 ◽  
Extensive Literature ◽  
Quality Initiatives ◽  
Organizational Resistance ◽  
Inhibiting Factors ◽  
Management Commitment ◽  
Top Management Commitment

Purpose: The purpose of this paper is to explore obstacles to ISO 9001 quality management system implementation in Moroccan firms.Design/methodology/approach: A questionnaire survey has been conducted among a heterogeneous sample of 115 organizations, operating in different sectors in Morocco. The authors have studied barriers to quality initiatives in general and obstacles to QMS implementation in particular through an extensive literature review. Questions related to profiles of respondents, reasons of seeking certification, external consultancy and barriers to ISO 9001 implementation experienced by surveyed organizations. For the purpose of this study, authors considered three categories of quality inhibiting factors: organizational, technical and costs related barriers.Findings: Results indicate that surveyed companies sought ISO 9001 certification mainly for marketing reasons and experienced many difficulties during the implementation process. Barriers reported by respondents were mostly organizational. Resistance to change headed the list according to participants’ opinion. Also, findings highlighted the prominence of bureaucracy and poor interdependence between departments in organizations. Lack of communication, poor top management commitment and insufficient trainings were also ascertained to be obstacles to QMS implementation in Morocco.Originality/value: Earlier studies were led by different researchers in different countries about barriers to quality initiatives in general and to ISO 9001 implementation in particular. Few of those studies were conducted in Arab speaking countries but no research has been carried in Morocco. This study on obstacles to QMS implementation in Morocco will help in completing the jigsaw of difficulties faced by organizations worldwide when preparing to ISO 9001 certification.

scholarly journals Implementation of Quality Management System ISO 9001:2015 Integrated with Accreditation Standards in SMK 1 Sragi

2018 ◽  
Vol 3 (2) ◽  
Author(s):  
Armawati Armawati ◽  
Rodia Syamwil ◽  
Totok Sumaryanto Florentinus
Keyword(s):  
Quality Management ◽  
Management System ◽  
Quality Management System ◽  
Evaluation Model ◽  
Iso 9001 ◽  
Accreditation Standards ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Literary Awareness ◽  
School Progress

Accreditation and ISO become a benchmark that is used as a school in an effort to ensure the quality of education. In applying of Quality Management System ISO 9001: 2015 can be integrated with accreditation standards. Purpose of this research: (1)the evaluation results of ISO 9001: 2015 implementation integrated with accreditation standards in SMK 1 Sragi  in terms of Context, input, process, product; and (2) inhibiting and supporting factors for the implementation of ISO 9001: 2015 that are integrated with accreditation standards in SMK 1 Sragi. This research was carried out using the CIPP evaluation model from Stufflebeam. Data collection techniques: questionnaires, interviews, and review of  archive documents. The results showed that : (1) The evaluation results of the ISO 9001: 2015 implementation integrated with accreditation standards in SMK 1 Sragi showed that: the context aspect is categorized quite well with an average of 3.18, the input aspect is categorized quite well with an average of 3.23, the process aspect is categorized quite well with an average of 3.19, the product aspect is categorized quite well with an average of 3.06. (2) The inhibiting factors for the implementation of ISO 9001: 2015 integrated accreditation standards in SMK 1 Sragi are stagnation of mindset for sustainable school progress, lack of literary awareness and lack of understanding of risk management, supporting factors for the implementation of ISO 9001: 2015 integrated accreditation standards in SMK 1 Sragi are top management commitment, role of personal, effective communication, and continous improvement.

Factors Influencing Green Warehouse Practices in Malaysian Warehouse Industry: An Empirical Analysis

2019 ◽  
Vol 5 (1) ◽  
pp. 54
Author(s):  
Siti Norida Wahab ◽  
Nazura Mohamed Sayuti ◽  
Azimah Daud
Keyword(s):  
Industrial Development ◽  
Data Gathering ◽  
Global Market ◽  
Acceptance Rate ◽  
Extensive Literature ◽  
Factors Influencing ◽  
Industry Competition ◽  
Management Commitment ◽  
Top Management Commitment ◽  
The Government

The purpose of this study is to provide an understanding of the factors influencing green warehouse practices (GWP) in the Malaysian warehouse industry. Both stakeholder theory (ST) and institutional theory (IT) act as the foundation in developing the theoretical framework. Six factors were identified resulted from preliminary data gathering and an extensive literature review for constructing the model. The sample size consists of 226 respondents with the acceptance rate of 89 per cent. The findings revealed that customer demand, owner support, employee involvement, top management commitment, industry competition, and governmental pressure are positively associated with GWP. Based on the findings, warehouse companies and relevant authorities in Malaysia should focus on the importance of GWP towards becoming more competitive in the global market. The study provides a theoretical gap by proposing a valuable implication to scholars and practitioners in promoting sustainable industrial development which aligns with the government national agenda.

scholarly journals The impact of middle management commitment on improvement initiatives in public organisations

2016 ◽  
Vol 22 (5) ◽  
pp. 924-938 ◽  
Author(s):  
Abdullah Alhaqbani ◽  
Deborah M Reed ◽  
Barbara M Savage ◽  
Jana Ries
Keyword(s):  
Middle Managers ◽  
Quality Management System ◽  
Middle Management ◽  
Content Type ◽  
Management Commitment ◽  
Top Management Commitment ◽  
Public Organisations ◽  
Lack Of Commitment ◽  
Management Staff ◽  
The Impact

Purpose – Top management commitment is considered a significant factor in improvement programmes, and many papers have been written about the role of top management commitment in implementing a quality management system. However, not considering other management levels’ commitment, such as middle management, may lead to issues in achieving organisational development. Public organisations that work through vertical structures may face a lack of middle management commitment, which might have a negative impact on lower and non-management staff commitment to improvement programmes. In this regard, the purpose of this paper is to examine the impact of middle management’s commitment towards improvement initiatives in public organisations. Design/methodology/approach – Empirical research with a mixed-method design used semi-structured interviews and a questionnaire to explore the current practices of continuous improvement (CI) and examine employees’ views from different management levels of the implications of current improvements in a Saudi public service organisation. Findings – The analysis indicated that the lower managers and non-management staff agree that, after the implementation of the quality management system, the organisation’s middle management showed a lack of commitment to that system. Moreover, this lack of commitment is recognised in the analysis of participants’ views of CI practices recorded in the questionnaire and interviews. This lack of commitment has caused poor employee commitment and thus a lack of problem solving in organisational departments. It is also responsible for a lack of employee involvement, the centralisation of decisions, deficiencies in terms of determining and applying training, inequality between employees and a lack of trust between employees and their managers. These issues could be managed and resolved through middle management and their commitment. Practical implications – Increasing middle managers’ awareness of the importance of their commitment to improvement initiatives can have an impact on employees’ commitment towards improvement initiatives, especially in those public organisations that have vertical/hierarchical structures. The level of commitment towards the implementation of improvement programmes needs further in-depth analyses to identify which factors influence public organisation leaders’ commitment to improvement programmes. Originality/value – The results of this study could motivate middle managers in public organisations to review their policies and to facilitate CI initiatives.

Implementation of quality management system based on ISO9001:2008 and its effects on customer satisfaction case study

2014 ◽  
Vol 31 (8) ◽  
pp. 921-937 ◽  
Author(s):  
Vahid Nabavi ◽  
Majid Azizi ◽  
Mehdi Faezipour
Keyword(s):  
Quality Management ◽  
Customer Satisfaction ◽  
Management System ◽  
Quality Management System ◽  
Implementation Process ◽  
Iso 9001 ◽  
Ahp Method ◽  
Content Type ◽  
Satisfaction Index

Purpose – The purpose of this paper is to discuss the effect of the ISO 9001 quality management system on customer satisfaction and show an application of an analytic hierarchy process (AHP)-based method for measuring the customer satisfaction index (CSI). This will be useful to anyone who wants to have an ISO 9001 quality management system in his or her organization. Design/methodology/approach – This paper describes an ISO 9001 quality management implementation process based on ISO 9001 requirements, and uses the AHP method for weighting effective criteria on customer satisfaction. All data were obtained via questionnaires and assessed with EXPERT CHOICE 11 software. Findings – According to the results of the weighting, the factors influencing the satisfaction of a kitchen worktops customer, price and sales terms of this product has a significant impact on customer satisfaction and, in competitive conditions, this criterion has a determining role in the creation of utility for customers. ISO 9001 quality management system has been able to increase the CSI within an 11-month period of study. Originality/value – This paper is the first to use the AHP method with a new approach in a case study, offering a complete, comprehensive method for assessing customer implications.

scholarly journals ISO 9001 benefits and pitfalls: the path to successful certification

1996 ◽  
Vol 42 (9) ◽  
pp. 1561-1565 ◽  
Author(s):  
M S Krause
Keyword(s):  
Management Practices ◽  
Quality Management System ◽  
Minimum Cost ◽  
Iso 9001 ◽  
The European Union ◽  
Sufficient Time ◽  
Regulatory Requirements ◽  
Management Commitment ◽  
The Us ◽  
Organizational Involvement

Abstract The lifeblood of a business is developing and commercializing new products with minimum cost and time and maximum quality. Implementation of a quality management system is often used to achieve these goals, and the ISO 9001 standard for a business quality system is rapidly becoming the model of choice. The existence of an ISO-compliant system is a key to meeting the forthcoming regulatory requirements in the European Union and the US Food and Drug Administrations's proposed good management practices. DuPont has demonstrated leadership in the achievement of ISO registration. I describe the path to these successful registrations along with key lessons from the experience. Elements of success are management commitment, adequate resources, education, communication, total organizational involvement, and auditing of system performance. For the system to flourish and provide benefits to the users, sufficient time must be allocated for the organization to change.

scholarly journals Top management role in improving the state of QMS under the influence of employee's involvement: Best practice from the food processing industry

2020 ◽  
Vol 13 (1) ◽  
pp. 93
Author(s):  
Marija Stanojeska ◽  
Robert Minovski ◽  
Bojan Jovanoski
Keyword(s):  
Best Practice ◽  
Quality Management System ◽  
Employee Motivation ◽  
Influential Factors ◽  
The State ◽  
Top Management ◽  
Management Commitment ◽  
Top Management Commitment ◽  
The Republic

Purpose: The role of the top management in Quality Management System (QMS) is undeniable and emphasized by many researchers. On the other hand, the employees’ involvement is recognized as one of the main prerequisites for improvement of QMS. Although investigated to a certain extent, the influence of the top management and the employees’ involvement on the successful transition from ISO 9001 QMS to TQM is still a vague area. The main objective of the presented research is to investigate the influence of top management commitment on the state of QMS, through optimal management of employees’ motivation.Design/methodology/approach: In order to identify the influential factors, a comprehensive literature survey was conducted, followed by survey of the companies in the food industry in the Republic of Macedonia. The selected influential factors on QMS and employee motivation are used as initial set of variables for creation of the dynamic model.Findings: As a result, the findings demonstrate how the top management can influence on the state of QMS and implementation of TQM practices in a shorter period of time. In that sense, numerous experiments with SD model have been carried out and most appropriate ratio of coefficient of commitment of top management has been determined.Originality/value: The model represents a kind of a platform for further analysis in direction of improvement the QMS towards the TQM under the influence of employees’ motivation.

scholarly journals A ISO 9001:2000 Certification Model in SMEs

2018 ◽  
Vol 8 (1) ◽  
Author(s):  
Raimundo Sales Neto e Azevedo ◽  
Arnaldo Dias Belchior ◽  
Marum Simão Filho ◽  
Flávio Lenz César Lenz César
Keyword(s):  
Quality Management ◽  
Software Development ◽  
Management System ◽  
Quality Management System ◽  
Implementation Process ◽  
Iso 9001 ◽  
Organizational Processes ◽  
Certification Process ◽  
Software Company ◽  
Logical Sequence

This work describes a model for certification ISO 9001:2000 process of a software company. The Quality Management System (QMS) implementation in the company guided the fundamental processes of the software development, the organizational processes and the support processes, structuring all the practices in the company and extending its vision in relation to their own products, processes, collaborators and clients. The certification process was conducted through a set of structured activities based upon ISO/IEC 12207, in contrast to the logical sequence of implementation items in ISO 9001. As a result, this work provided greater agility in the implementation process of the QMS in the software company.

scholarly journals Lessons learnt on implementing project management in a functionally-only structured South African municipality

2005 ◽  
Vol 36 (4) ◽  
pp. 1-7
Author(s):  
C. J. Brown ◽  
M. C. Botha
Keyword(s):  
Project Management ◽  
South African ◽  
Career Paths ◽  
Resistance To Change ◽  
Organisational Culture ◽  
Lessons Learnt ◽  
Management Commitment ◽  
Preparatory Phase ◽  
Top Management Commitment ◽  
Problematic Situations

This paper reports on the most important lessons learnt from the implementation of project management in a South African district municipality. These lessons demonstrate how difficult it is to gain acceptance of project management in an organisation; more specifically when it has no previous exposure to integrative cross-functional structures and work methods. The paper aims to create awareness that organisations should not jump into project management precariously, but with a well developed project plan. This is done through the discussions of a dozen problematic situations that surfaced during the case, as well as the corrective actions that were taken. Some of these problems were indeed confirmations of the implementation team’s research during the preparatory phase of the implementation project. Although the implementation of project management was found to be not well researched, such research is highlighted were applicable. These problematic situations varied widely. The most important ones to address included inter alia, that the implementation should be a project in own right, a need for firm top management commitment, a strong resistance to change that was encountered, having to deal with the challenges to the de facto organisational culture, structure and systems, the need to establish security for clear career paths in project management, and the necessity for a sound and supportive change management process.

scholarly journals BUDAYA MUTU DAN IMPLEMENTASI ISO 2008: 9001 SERTA DAMPAKNYA TERHADAP KOMITMEN ORGANISASIONAL

2015 ◽  
Vol 5 (1) ◽  
Author(s):  
Muafi Muafi ◽  
Nilmawati Nilmawati
Keyword(s):  
Organizational Commitment ◽  
Quality Management ◽  
Significant Influence ◽  
Management System ◽  
Quality Management System ◽  
Implementation Process ◽  
Partial Least Square ◽  
Least Square ◽  
Iso 9001 ◽  
Quality Culture

<p>Tujuan penelitian ini adalah untuk menganalisis pengaruh budaya mutu terhadap proses implementasi ISO 9001: 2008 dan dampaknya terhadap komitmen organisasional. Peneliti akan menganalisis persepsi dosen dan karyawan Program<br />Manajemen Universitas Pembangunan Nasional “Veteran” Yogyakarta (MM UPNVY) pada pentingnya peran budaya mutu dalam proses implementasi ISO 9001:2008 dan dampaknya terhadap komitmen organisasional. Penelitian ini<br />diharapkan dapat memberikan manfaat pada pengelola MM dan UPNVY dalam implementasi ISO 2008: 9001, sehingga bisa diambil kebijakan dan keputusan yang terbaik dalam peningkatan kinerja Prodi. Teknik pengambilan sampel menggunakan sensus. Teknik statistik Partial Least Square (PLS) digunakan untuk analisis data. Hasil penelitian menunjukkan bahwa budaya mutu berpengaruh positif dan signifikan terhadap penerapan sistem manajemen mutu dan penerapan sistem manajemen mutu berpengaruh positif dan signifikan pada komitmen organisasional.</p><p> </p><p>The objective of this research was to analyze the influence of quality culture toward the implementation process of ISO 9001:2008 and its impacts on organizational commitment. The researcher analyzed the lecturers’ and staff’s perception at Management Master Program, Universitas Pembangunan Nasional “Veteran” Yogyakarta (MM UPNVY) on the role importance of quality culture in the implementation process of ISO 9001:2008 and its impacts on organizational commitment. This study was expected to give benefits for MM and UPN “Veteran” Yogyakarta in implementing ISO 2008:9001, so the best policies and decision can be taken to improve the performance of MM UPNVY. The population of this<br />study was lecturers and staff at MM, UPNVY. The samples were taken by census. Then, the data were analyzed by Partial Least Square (PLS) statistical technique. The result showed that (1) quality culture gave positive and significant influence toward the implementation of quality management system, (2) the implementation of quality management system gave positive and significant influence toward organizational commitment.</p>

scholarly journals The importance of organizational climate for management development

1981 ◽  
Vol 12 (4) ◽  
pp. 115-121
Author(s):  
I. H. Nurick
Keyword(s):  
Organizational Climate ◽  
South African ◽  
Resistance To Change ◽  
Management Development ◽  
Practical Experience ◽  
Management Style ◽  
Management Commitment ◽  
Top Management Commitment ◽  
The Relationship ◽  
And Training

The article records the opinions of nine South African managers in the personnel and training fields regarding the importance of organizational climate for management development, and relates these to some relevant theory. The author examines what management development is, why corporations invest in management development programmes, and who is responsible for this task. He then discusses the relationship between management development and organizational climate, and shows how a poorly implemented management development programme can adversely affect organizational climate. Factors considered include: top-management commitment, management style, attitude towards delegation, insecurity and resistance to change, counselling and coaching, profit orientation, organizational pressures, and incentive for development. The practical experience and opinions of the managers interviewed enhance and illustrate the points discussed.Die artikel gee 'n opsomming van die menings van nege Suid-Afrikaanse bestuurders in die personeel- en opleidingsgebiede aangaande die belangrikheid van organisasieklimaat in bestuursontwikkeling en bring dit in verband met toepaslike teorie. Die outeur ontleed bestuursontwikkeling, waarom maatskappye daarin bele, en wie vir hierdie taak verantwoordelik is. Hy bespreek daarna die verhouding tussen bestuursontwikkeling en organisasieklimaat en dui aan hoe 'n swak geimplementeerde bestuursontwikkelingsprogram organisasieklimaat nadelig kan beinvloed. Faktore wat oorweeg word, sluit in: ondersteuning van topbestuur vir die projek, bestuurstyl, houding teenoor delegasie, insekuriteit en weerstand teen verandering, voorligting en onderrig, winsorientasie, organisasiedruk en aansporing tot ontwikkeling. Die praktiese ervaring en menings van bestuurders met wie onderhoude gevoer is, belig en illustreer die punte wat bespreek word.

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