Implementation of ISO 9001 - Case Study Example

? Implementation of ISO 9001 20th June Introduction Quality standards refer to a collection of ments established to drivemeasure quality improvements within a specific industry. Such standards emanate from the most reliable evidence that relates to people's experience, effectiveness and cost effectiveness, safety issues, and equality in a development process (National Institute for Health and Care Excellence 2013, p.1). Quality standards relate to measures and indicators, which define a level of compliance. Different industries have different quality standards. ISO 9001: is a quality standard that entails various requirements affecting all company operations in over 170 countries around the world. Indeed, ISO 9001:2008 is the International Standard for Quality Management Systems of businesses. The design and purpose of the ISO 9001:2008 applies in any product or service, produced by any process anywhere in the world (9001Council 2013, p.1). The ISO 9001:2008 provides a set of principles for a company to ensure a common sense approach in the management of business activities for purposes of achieving consistent customer satisfaction. Upon implementation, the ISO 9001:2008 derives many benefits, which enables the improvement of operations in any business setup. Ideally, the ISO 9001:2008 involves developing quality management systems (QMS), management responsibility, resource management, product realization, measurement, analysis, and improvement (9001Council 2013, p.1). There are specific ISO 9001 requirements, which include establishing an organization's process-based QMS, documenting the organization's QMS, implementing the organization's QMS, maintaining the organization's QMS, and improving the organization's QMS (9001Council 2013, p.1). More so, there are ISO 9001 principles, which entail leadership, continual improvement, involvement of people, factual approach to decision-making, customer focus, process approach, system approach to management, and mutually beneficial supplier relationship (To., Lee, & Yu p. 59-72). The flow process below shows how the eight principles link to quality management systems. Body I will analyze a case study on the implementing ISO 9001 in an Organization. In this case, I will address the implementation of ISO 9001 on organization workmanship performance in a case study that investigates the effects of ISO 9001 certification on organization workmanship performance using the construction industry. The case study compares the workmanship performance between ISO certified organizations and non-ISO-certified organizations (Iwaro & Mwasha 2012, p.53-67). Various companies seek to achieve ISO 9001certification for different reasons, which may include complying with a contractual or regulatory requirement, to motivate the staff by setting clear goals, and to satisfy the customers’ needs. In addition, companies seek ISO 9001certification as a factor in risk management programs and for purposes of achieving a competitive advantage over its competitors in the same industry who do not implement the ISO 9001 standards (ISO 2013, p.1). It is also a way of demonstrating the company’s commitment to quality and willingness to improving efficiency. Moreover, companies seek the ISO 9001certification in order to boost the image and goodwill of the company to the employees, customers, and other stakeholders (ISOQAR 2013, p.1). In this context, the construction companies that sought to achieve the ISO 9001certification aimed at improving workmanship performance and workmanship factors in their respective companies. Indeed, through the implementation of the ISO 9001, these companies sought to enhance the designing process, improve workmanship quality, improve quality management system within their companies, and establish a management technique that would enhance workmanship performance (Iwaro & Mwasha 2012, p.60). Ultimately, the companies, which implemented the ISO 9001, sought to establish the extent of the relationship between ISO 9001 certification and workmanship performance. Ideally, various procedures define the implementation of ISO 9001in any organization. However, the entire process of implementing ISO 9001 varies with the complexity of the organization’s quality program and processes as well as the scope of the organization. Furthermore, there should be monitoring of the implementation process to ensure effectiveness and conformity of the quality management system (ISOQAR 2013, p.1). In the implementation of ISO 9001 in the construction companies, the companies identified the requirements of ISO 9001 and their application to their businesses. They then established the quality objectives and established how they fit in to their workmanship performance operations. At the same time, the construction companies produced a documented quality policy, which established how the companies would satisfy the ISO 9001 requirements. After documenting the quality policy, the management of the construction companies communicated the policy to all stakeholders within the companies for purposes of effective implementation. Towards the implementation of the ISO 9001 in the construction companies, there was a need to evaluate the quality policy and the implementation objectives with a view of prioritizing the requirements for effective implementation (ISOQAR 2013, p.1). More so, the construction companies identified the boundaries of the management system and established documented procedures for implementation. They also ensured that the procedures are reasonable and easy to follow. Upon implementation of the ISO 9001, there is abject need for internal audits to guarantee the continuity of the system. As such, the construction companies implemented the ISO 9001 in the workmanship performance and management (Iwaro & Mwasha 2012, p.58-67). Assuredly, the implementation of ISO 9001 brings forth numerous results, outcomes, and benefits depending on the type of organization and the objectives of the implementation. Various benefits accrue from the implementation of the ISO 9001. Notably, the effective implementation of Quality Management System generates a motivation to the workers as it helps in defining the key roles and responsibilities of every employee (ISOQAR 2013, p.1). In addition, the implementation of the ISO 9001 is an effective cost saver as it leads to improved production and efficiency since it will derive a commitment to quality. Indeed, the implementation of the ISO 9001 leads to various improvements in an organization as at leads to few complains, less wastes, fewer legal liabilities, and no inappropriate work in an organization. More so, it will lead to customer satisfaction, as the organization will meet the customers’ orders consistently, in time, and in the correct specifications. Notably, customer satisfaction will generate a good will and a competitive advantage for the organization thus creating new markets for the organization’s products (ISOQAR 2013, p.1). In addition, implementation of the ISO 9001 leads to organizational improvements, rationalization, business improvements, improved production quality, and financial benefits (Rusjan & Alic 2010, p. 756-778). This is significant to the achievement of the organization’s goals and the resultant improvement in the entire organizational performance (Iwaro & Mwasha 2012, p.60-62). Furthermore, the implementation of the ISO 9001 plays a significant part in ensuring better supplier selection, improved customer satisfaction, improved owner satisfaction, and improved quality control, planning, and decision-making (Rusjan & Alic 2010, p. 756-778). In the implementation of ISO 9001 in the construction companies, it was clear that ISO certification was significant in an organization, as it would improve the workmanship performance via the improvement in workmanship factors. Indeed, there was a correlation between the companies’ workmanship performances and the improvement in workmanship factors through ISO certification. It was also clear that improved workmanship factors would lead to improved construction workmanship quality (Iwaro & Mwasha 2012, p.60-62). Additionally, the implementation revealed that ISO certification enhances quality control, improved workmanship performance, quality assurance, and overall quality management. Moreover, the implementation established that indeed, ISO certification improves all organization activities, production processes, profitability, and customer satisfaction of the construction companies. As such, many benefits accrue to the construction companies upon implementing the ISO certification. Notably, there is improved workmanship performance, improved workmanship factors, and improved overall organization performance in the ISO certified construction companies. More so, the implementation of the ISO 9001 led to an improve workmanship quality, improved quality management, enhanced performance, and enhanced designing process (Iwaro & Mwasha 2012, p.60-62). In addition, it led to improved communication, financial standards, increased employee participation, improved documentation, and enhanced research and development in the ISO certified construction companies. Ultimately, the implementation led to a more improved workmanship performance while compared to the non-ISO certified companies thus creating a competitive advantage to the ISO certified construction companies (Iwaro & Mwasha 2012, p.60-62). References 9001Council. 2013, A summary of ISO 9001:2008, [Online], Available: http://www.9001council.org/guide-summary-iso-9001.php [20 June 2013].   ISO. 2013, Certification to ISO management system standards, [Online], Available: http://www.iso.org/iso/home/standards/certification.htm [20 June 2013]. ISOQAR. 2013, ISO 9001 Quality Management Standard (QMS), [Online], Available: http://www.alcumusgroup.com/isoqar/standards/iso9001-quality/. [20 June 2013].   Iwaro, J. & Mwasha, A. 2012, “The Effects of ISO Certification on Organization Workmanship Performance,” American Society for Quality, 19(1): 53-67. National Institute for Health and Care Excellence. 2013, NICE quality standards, [Online], Available: http://www.nice.org.uk/aboutnice/qualitystandards/qualitystandards.jsp [20 June 2013].   Rusjan, B. & Alic, M. 2010, "Capitalising on ISO 9001 benefits for strategic results," The International Journal of Quality & Reliability Management, vol. 27, no. 7, pp. 756-778. To, W.M., Lee, P.K.C. & Yu, B.T.W. 2011, "ISO 9001:2000 implementation in the public sector,” TQM Journal, vol. 23, no. 1, pp. 59-72. Read More

 

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