ISO 9000 and the Small Company
The ISO 9000 is a "generic management system standard," which is primarily concerned with quality management:
The ISO 9000 family of standards represents an international consensus on good management practices with the aim of ensuring that the organization can time and time again deliver the product or services that meet the client's quality requirements. These good practices have been distilled into a set of standardized requirements for a quality management system, regardless of what your organization does, its size, or whether it's in the private, or public sector." (ISO Web site)
Benefits: Any business across sectors, whether big or small in size, gains significantly by acquiring ISO certification. Since many countries have adopted the ISO 9000 series as a national standard, an ISO 9000 certified company improves its access to world markets. ISO 9000 certification also facilitates ease of trade since ISO standards serve as a quality assurance. On a local level, ISO 9000 certification reassures prospective customers about the quality of product manufactured and gives the ISO 9000 registered firm a competitive advantage. Implementing ISO 9000 standards leads to the firm enjoying several internal benefits as well, such as improvements in facility performance; product; employee productivity; reduced costs arising out of inefficiency; and scope for continuous improvement in quality (Standards Council of Canada Web site).
ISO has published a handbook for small businesses to dispel the myth that ISO 9000 is for big companies only. The handbook does not set change the requirements of the standards, and is intended only as an informative and comprehensive guide. In addition to basic explanations, it suggests first steps towards a quality system, whether to go it alone or use consultants, offers guidance in matters such as training and auditing, and gives a brief outline of the certification process. (ISO Web Site).
Management Role: Quality of product leading to customer satisfaction and success in business is the primary concern of top management. As such, the benefits from the ISO 9000 standards will accrue only if the top management is totally committed to its purpose, which means money, time and involvement. Small firms, with sales of less than $11 million, that have implemented ISO 9000 standards, report costs of $75,000 and an...
09 30.42 Foreign Sales (a) 63 2.69 2.98 0.00 8.43 Size (b) 63 5.50 1.81 0 97 10.03 Table 3 Non-ISO Companies Variable N Mean SD Min Performance 63 2.15 2.52 -8.84 10.59 Profit 63 1.40 10.37 -29.81 15.22 Foreign Sales (a) 63 2.01 3.04 0.00 9.90 Size (b) 63 3.92 1.42 0.94 6.85 Note: * p < .001 ** p < .0001 a = square root of foreign sales as a percentage of total sales. b Natural logarithm of total assets ($ millions). A direct comparison of the performance indicators for the ISO-companies vs. The non-ISO companies is provided in Figure 1 below. Figure 1. Comparison of ISO 9000 registered companies and non-ISO 9000 registered companies Source: Based on data in Simmons and
So, there would be lesser availability of resources to help with environmental stewardship. Not only that, but there is no clear process in order to determine what to do as it pertains to this subject. Although the bulk of the standard allows for efficient communication and understanding with the company/organization, it has little clear instructions or details as it pertains to environmental stewardship, therefore limiting its use. IV. ISO 14000 A.
" As it applies specifically to the ISO 9001:2008 which replaced the ISO9002: 1994, the ISO 9001 concerns itself with quality management. In fact it is a quality management system that establishes various requirements ("ISO 9001:2008"). In order to gain certification the organization must: 1. Demonstrate its capacity to consistently offer product that meets customer and applicable statutory and regulatory requirements ("ISO 9001:2008"). 2. Plan to improve customer satisfaction through the effective application
Organizational Behavior John Watson Company Overview Dynatronics Corporation (formerly Dynatronics Laser Corporation) was started in 1979 with the initial intent of developing laser technology for use in medical procedures. Unable to acquire the necessary FDA approval required to market the technology the company turned to other areas within the medical rehabilitation market. Seeing an opening in the market for ultrasound electrotherapy technology the company soon found a distribution channel that could support the
Integrating Total Quality Environmental Management Systems - a Critical Study of TQEM Relevance of TQM to Environmental Management Scope of Dissertation Moving from Reactive to Proactive Management Understanding TQM in Relation to TQEM History of TQM Operation of TQM Quality and Environmental Management Standards Environmental Management Systems Weaknesses of EMS Standards Total Quality Environmental Management Comparing ISO 9000 and ISO 14000 Integrating the ISO 14000 Environmental Management System Demographics Impact of certification on economic and ecological performances Research Design and Nature Integrating a Sustainable EMS with
These vary by the type of managers and leaders there are in a given company. At Dell, transformational leaders are prevalent given the approach Michael Dell takes of allowing risk-taking, greater autonomy and support for decentralized decision making throughout the company (Dell Investor Relations, 2013). Explain different supplier relationship practices you think will be an advantage to the company, providing examples. There are many different approaches Dell takes in creating and
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now