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ISO 9000 as change concept in SMEs – advantages and drawbacks
Jönköping University, School of Engineering, JTH, Industrial Engineering and Management.
1998 (English)In: Ergon-Axia '98: Ergonomics for Global Quality and Productivity / [ed] Ram R. Bishu, Waldemar Karwowski and Ravindra S. Goonetilleke, Hong Kong: Industrial Engineering & Engineering Management, Hong Kong University of Science and Technology , 1998, p. 149-152Conference paper, Published paper (Other academic)
Abstract [en]

Many small and medium sized enterprises implement the quality standard ISO 9000. The implementation generally starts as a top-down change process. However, during the implementation, the companies need manufacturing process information of bottom-up character, and a standardisation of manufacturing processes must be made. This makes it possible for the companies to conduct a change process which more or less change their way of working beyond certification demands. With exception of the ISO 9000 certificate, the companies often do not aim at other results that could be reached. The issue raised here is to present and discuss results from a study of four furniture making companies, their ISO 9000 change processes and the result, mainly concerning other changes than the certificate. Four companies were visited by four researchers and interviews were made with managing director, quality manager, first line supervisors and operators. An attitude questionnaire was used to collect data from all employees and observations were made in the production. Evaluations were made of the quality system, the applied human resource policies and the economics of the companies. The change processes were characterised in different dimensions for evaluation. The results showed that ISO 9000 can be used as a broader change concept including gaining the certificate. The initial goals set up by the companies were of significant importance for the change process. Companies having additional goals reached these as well as the certificate. Companies focusing only the certificate or having very vague goals, tended only to get the certificate with a minimum of additional advantages. These companies also seemed to have had more problems to run the implementation process.

Place, publisher, year, edition, pages
Hong Kong: Industrial Engineering & Engineering Management, Hong Kong University of Science and Technology , 1998. p. 149-152
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
URN: urn:nbn:se:hj:diva-6139OAI: oai:DiVA.org:hj-6139DiVA, id: diva2:36959
Available from: 2007-04-04 Created: 2007-04-04 Last updated: 2011-06-15Bibliographically approved

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Karltun, Johan

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CiteExportLink to record
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Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf