Customer focus It helps to increase the revenue as well as market share obtained throughout the fast responses to the market opportunities (Bernardo et al., 2015). ISO 9000 increases the effectiveness at the time of use of resources to enhance the customer satisfaction and improvement over the customer loyalty (De Oliveira, 2013). It provides with best practices requirements for an effective Quality Management System (QMS). Psomas and Pantouvakis (2015) argued that the QMS enables the business to run effectively as well as profitability in the marketplace.
Process Approach Goetsch and Davis (2014) outlined that the process approach consists of the system application of processes within the organization. The entire system is a homogeneous system with no part of being in isolation. The small businesses those are adopting the ISO 9000 can build their quality system in order to facilitate the development as well as an expansion of their business (Evans & Lindsay, 2014). ISO 9000 is one of three standards of the quality management that is used to build robust QMS (Karthi, et al., 2014).
System approach Integration as well as alignment of the processes that help to achieve desired results (Gitlow, Melnyck & Levine, 2015). The organizations should sustain success when the business processes are required to manage as one coherent QMS. The key benefits of this approach are that it has the ability to focus effort on the key processes (Hejazi & Levy, 2012). It provides confidence to the parties to consistency and efficiency of the organization (Hilton & Sohal, 2012).
Leadership Lakhal (2014) indicated that the leadership relates to inspire people to work to meet with organizational goals. Leadership is based on the philosophy that improves the quality, productivity as well as cost (Kafel & Casadesus, 2016). The key benefit of this approach is that it removes mis-communication among the employees and management level. Even the activities are evaluated and implemented in a unified manner (Psomas & Pantouvakis, 2015).
Continual Improvement IS0 9000 standard is the process for continual improvement to achieve the products of highest quality and achieve greater consumer confidence (De Oliveira, 2013). Gitlow, Melnyck and Levine (2015) stated that it has the flexibility in order to react quickly with the opportunities. The application is that it provides people training in methods as well as tools for making continual improvement (Lakhal, 2014).
Involvement of people There are motivated and involved people in the organization. The individuals are participated and contributed to continual improvement (Heras-Saizarbitoria & Boiral, 2015). The application of this approach leads to identify constraints to performance, evaluate performance against personal goals and accept ownership of problems (Kafel & Casadesus, 2016). People have the ability to share knowledge, experience and discuss problems (De Oliveira, 2013).
Decision making Simon et al., (2014) stated that effective decisions should be taken based on the logical investigation of data. Rework as well as customer data are important for making a decision. Karthi, et al., (2014) opined that decision-making approach ensures that the data are accurate as well as reliable. It makes data accessible and analyzes it using valid methods (Manville et al., 2014).
Supplier Relationships Mutual beneficial relationships among the organizations as well as suppliers enhance the capability of the organization to create an innovative value (Rao, 2016). The application is that this approach makes relationship based on long-term considerations such as identification of key suppliers and sharing of plans (Lakhal, 2014). Evans and Lindsay (2014) stated that it inspires and recognizes the areas of improvement.
There are some organizations certified to the ISO management system standards all over the world in the last five years. It has crossed a million of organizations by 2013 (Kyrillos et al., 2015). An ISO 9000 certified organization should have an effective QMS as well as achieves a high level of customer satisfaction, employee motivation, customer complaints, profit and minimal rejections. Gumerov et al., (2015) stated that the organization is failed due to growing too fast, poor execution of the business, failure to change in time, lack of reserve capital as well as failure to track the finances are some of the reasons of failure. For this reason, ISO 9000 standards are used by the organization to improve their productivity as well as profitability.
Growing too fast ISO 9001 gives a well-defined processes to identify the pinch points that come in the business (Mohammadi & Asgari, 2016).
Poor execution The core requirement of ISO 9000 is to meet the expectations of customers (Denton & Maatgi, 2016). Regular audit of the internal operations and measurement over the customer satisfaction ensures that focuses on customers are maintained.
Failing to change in time It is required to focus on the expectations and requirements of the customers. Therefore the business should focus on changes in the marketplace (Silva, Fonseca & Sousa, 2016). QMS assists to ensure the agreed changes that should be carried out in a structured manner.
Lack of reserve capital By monitoring the performance process and improvement over efficiency will able to keep cost to a minimum when overruns in labor and material occurs (Psomas & Pantouvakis, 2015).
Giacomarra et al., (2016) discussed a case study on the automobile industry, Ford Motor that intended to adopt the QMS in their business in the year 1960. At first, Ford Motor adopted Q101. However, in the year 1995, the company changes their standards to ISO 9000 or Ford’s Q1 award. With the implementation of ISO 9000, the quality principles, as well as tools, are associated with the TQM organization. The benefits of implementation of this standard in Ford Motors are as follows:
Increased marketability: Parra-Lopez et al., (2016) agreed that with the implementation of IS 9000 standard into Ford, it provides their business with heightened credibility with a current satisfaction level of the clients. With the implementation of the new standard in the business, it is proved that Ford Motors is desired to provide quality products to the customers (Nanda, 2016). This benefit increases the customer retention and acquisition so that they can compete with their competitors.
Reduce the operational expenses: Due to an adoption of a new standard, it is seen that the process of registration often describes major shortcomings in diverse operational areas. Goetz et al., (2015) argued that reduction in the operational issues results into improving the efficiencies that help Ford to gain time as well as cost savings. The costs of scrap returns, as well as employee time to analyze the product, are reduced due to initiating the ISO 9000.
Better control of management: The process of ISO 9000 requires much documentation as well as self-assessment of the business processes that increases the overall direction as well as processes of the company.
Improve the customer satisfaction: ISO 9000 certification is used in Ford Motors to improve the final quality of product to get superior levels of consumer satisfaction. By securing the ISO 9000 certification, Ford Motors can require providing their clients with a chance to give quality in their business dealings (Sallis, 2014).
Reduction in product liability risks: Kyrillos et al., (2015) stated that most of the industry experts compete that the companies should get ISO 9000 certification to strike with the product liability lawsuits due to a superiority of the business operations of Ford Motors. As due to an implementation of ISO 9000 standards, the car products are of good quality that satisfies the requirements of the customers.
ISO 9000 QMS Implementation Barriers and Issues
The researcher defined the common barriers that most of the organizations are faced while implementing ISO 9000 certification (Mitra, 2016). It is required that all the organization should understand the barriers before they implement QMS. In order to review the barriers and issues, the researcher categorizes the barriers as follows:
Lack of top management involvement and support
Gumerov et al., (2015) mentioned that the commitment of the top management is one of the important factors to successfully implement QMS within an organization. The connection between the top management support as well as product quality may not direct. Therefore, an involvement of the top management is required to improve the product quality (Mohammadi & Asgari, 2016). The top management is also involved in quality efforts at a phase of implementation as well as monitoring. Baroniene and Neverauskas (2015) cited that the commitment of the top management is required for successful QM implementation as leadership behavior of management translates the commitment into actions. It enhances the ability to analyze relevant information of consumer focus, benchmarking as well as supplier QMS.
1. Failure into fulfilling the requirements of the quality system (Karthi, et al., 2014).
2. Failure into identifying the quality records as well as procedures to control the documentation (Marques et al., 2013).
3. Failure to ensure the products conformity
Statistical tools such as Statistical Process Control (SPC) are a difficult requirement in order to implement ISO 9000 standards. Bernardo et al., (2015) outlined that the reason for failing to implement SPC are a lack of understanding of the techniques to use it, lack of training as well as poor project control.
2.2.4 Organizational culture barriers
Kafel and Casadesus (2016) opined that the organizational culture is the most vital barriers to implementing the ISO 9000 standards. The organizational culture consists of knowledge, law, belief and customers that are acquired by the employees in the organization. Lakhal (2014) argued that successful implementation of the QMS requires a good organizational culture as well as an integrated process to change in organizational behavior. Rao (2016) outlined that education, training; programs of employee participation and improvement are influencing the culture of the organization over communication, review of procedures as well as policies and modification in the reward system.
2.2.5 High cost of certification
The high cost of the certification is a major barrier to implementing the ISO 9000 certification as it is generated by consultant and registration fee, training as well as time taken to implement the system. A high fee of consultancy in order to facilitate the registration process is a key factor for the high cost of certification. Silva, Fonseca and Sousa (2016) argued that the consultation cost, implementation, as well a third party certification cost is high. The cost of upgrading the entire infrastructure in order to meet the international standards and development cost are the vital barriers to implementing the standards (Giacomarra et al., 2016). Even the lack of financial capability of the organization in order to maintain the QMS cost is one of the issues that affects the implementation process.
2.2.6 Lack of Documentation
Denton and Maatgi (2016) stated that the documentation of the QMS within an organization is affected by its complexity as well as the interaction of processes. The QMS documentation is represented within the quality manual that consists of quality policy as well as objectives. Silva, Fonseca and Sousa (2016) opined that approximately 80 percent of the failures of the ISO 9000 implementation within the organization are due to improper document as well as data.
2.2.7 Lack of supplier control and cooperation
Supplier relationship, involvement, and lack of duration of a relationship are the barriers. Vrellas and Tsiotras (2015) stated that role of too many suppliers in implementation to one organization is a barrier to implementing QMS. Psomas (2016) argued that lacks of cooperation from the suppliers are also a reason for failure in implementation of ISO 9000 standards within the organization.
The impacts of the six sigma tools are related to the relevant ISO 9001 requirements such as:
2.5.1 Integration of Six Sigma and ISO “Resource Management”
Denton and Maatgi (2016) stated that the Six Sigma can be defined as a processes that are based on the statistics and help the organization to improve the different operations and processes that are running in the organization. The Six Sigma processes are used by the organizations to identify and eliminate the different reasons that cause the variations from the desired results from the different processes (Lakhal, 2014). On the other hand the ISO is a standard that is used to manage and clearly define the different processes, procedures, and resources that are important for the organization to get the control over the overall quality management efforts.
More over the ISO helps the organizations to have the minimum acceptable procedures, systems and operations that are used to meet the quality and the standards of the products or services. Giacomarra et al., (2016) opined that in case of Six Sigma, it is important for the organization that it has the right people at the right places in the black belt role like the trainer in the organization. These black belts are the face of the Six Sigma. These black belts are helpful in shaping the impression for the Six Sigma for the organization (Herasâ€Saizarbitoria & Boiral, 2013). For this the leader of human resource in the organization has to build competency model that ensures the identification of the suitable candidates with the proper technical, team and leadership skills. De Oliveira (2013) stated that at the same time they need to develop some retention plans that are going to attract the employees so that they can perform better and achieve the quality of the product or the service.
For the resource management the Six Sigma tools are used to meet the requirements of the ISO standards. Barafort, Mesquida & Mas (2016) opined that to meet the ISO standards it is important to assess the processes and the operations in the organizations. Therefore for this the Six Sigma is used. According to the ISO standard the conformity of the product requirement or the services depends on the appropriate education, training, experience, skill of the employees or the human resources (Silva, Fonseca & Sousa, 2016). For this the organization should the organization should determine the competence of the personnel’s or employees who are affecting the conformity of the products. Kyrillos et al., (2015) stated that whenever necessary the organization should provide training to the employees or take action against the employees to achieve the desired competency. The organization also has to ensure that the employees are aware about the importance of their activity and their contribution to achieve the desired quality. At last the organization has to record the education, training, and skills that are provided or is acquired by the employees of the organization (Baroniene & Neverauskas, 2015). The integration helps the organization to focus on the important processes, better utilization of the human resources that helps in the increased accountability of them. Also it helps in the customer satisfaction and to enhance the confidence of the organization.
2.5.2 Integration of Six Sigma and ISO “Management Responsibility”
In the integration process of the ISO and the Six Sigma, the quality management and the project review can be involved at the same time while executing an operation or process (Denton &Maatgi, 2016). For the Six Sigma the project review is a stage at which the simple checks are done like whether the project is maintaining the timeline, the use of appropriate tools, and so on. The team leader in the project has the responsibility of the reviewing the processes or milestones. Giacomarra et al., (2016) discussed that he main participants in these steps are the six sigma green belts, black belts, champions, master black belts and other team members who are involved in those meetings. This project review starts with the introduction of the project by the champion. Subsequently other members contribute to this review meeting with their point of view (Timans et al., 2016). The review process of a project helps the team members to stay focused aware of the progress or milestones are achieved. If the project team is facing any barriers or problems then the team members can communicate with the champions to get the idea of the best practices on the relate subject or matter. The management team is focused on the customer’s requirements as well as their needs. The responsibilities of the management team are categorized as follows:
Management Commitment: De Mast & Lokkerbol (2012) stated that the management team should support their team members in the implementation of the ISO and Six Sigma in their business operations. This focus relates to the engaging as well as directing the employees to achieve the organizational goals. Sunder (2013) argued that participation of people in to the business process are required to achieve success and make profitability in the business. It focuses to state that the organization is nothing and the abilities of the employees should be utilized to get the business success for the organization (Pyzdek & Keller, 2014). This helps the employees to work to their maximum ability and to contribute ideas.
Customer focus- This standard identifies with client needs and services: a business ought to comprehend their clients and look to meet their requirements (Patel, Asodariya & Patel, 2016). Where possible, they ought to mean to surpass client requirements. The benefit of this focus is the loyal customer base for the organizations product or services.
Quality policy: ISO 9000 quality policy document consists of quality goals as well as objectives that the organization requires to implement within the organization. Fadly Habidin and Mohd Yusof (2013) stated that it is a commitment that is used to provide an outline to create and measure the performance of the quality objectives. The quality policy is created as per the requirements of the customers to make improvements in the quality of their services as well as products.
Leadership- This focus relates to the engaging as well as directing the employees to achieve the organizational goals (Evans & Lindsay, 2014).
Responsibility, authority and communication: Through this the main objectives are to understand that, if the appropriate processes are used then they will speed up the activities. Manville et al., (2012) discussed that through this the main objective is to embrace different opportunities and improved performance of the organization in difficult situations. This focuses on the managing multiple tasks as a system, so that a higher degree of efficiency can be achieved. Desai et al., (2012) opined that proper communication is required among the top management members as well as other project team so that they can implement the ISO 9000 in their business.
Management review: This focuses on the decision making process depending upon the data and its analysis. The decision making also have to include the good business sense (Swink & Jacobs, 2012). This principle relates to the relation between the relation between the organization and its suppliers. It acknowledges that they are interdependent. The productivity and the efficiency of the organization increases as the relation between them get stronger.
2.5.3 Integration of Six Sigma and ISO “Product Realization”
Lakhal (2014) stated that ISO product realization is used within the organization to describe work that the organization develops manufactures as well as delivers the finished services. QMS includes the approach to get from the product concept to the finished product. Most of the organizations are losing their millions of dollars while launching the product in the market. Simon et al., (2014) argued that at the time of launching of the product, the issues those are raised are quality as well as cost issues.
Due to failure while launching of the product, it results in dissatisfaction of the customers as well as lost of revenue. Low cost, high qualities of products as well as quick delivery are the expectations of the customers (Rao, 2016). The organization provides product realization planning tools that achieve predictable success in the launching of the product. The business is required to integrate training services in order to support the deployment of the processes in a product as well as process design. Denton and Maatgi (2016) stated that in order to attain the business objectives, the majority of the organizations analyze their current product design processes using the DMAIC methodology of Six Sigma. It is analyzed to determine the lead-time of product design.
Silva, Fonseca and Sousa (2016) opined that the concept of Six Sigma and ISO results into major reductions in the cost of design that increases the design throughput as well as engineering productivity. The product manager examines the approach of Six Sigma and ISO to set the business objectives of new product launch (Giacomarra et al., 2016). The DMAIC methodology of Six Sigma is incorporated into the product realization in order to improve the planning process. ISO 9000 requires an organization to develop the product realization processes. At the time of performing, the planning of product realization the organization should determine the quality of the product (Kyrillos et al., 2015). The quality records are required to provide evidence that the business fulfills the requirements of the product realization process as well as quality results.
2.5.4 Integration of Six Sigma and ISO “Measurement, Analysis and Improvement”
ISO 9000 measurement, analysis, and improvement become a challenge for most of the organizations (Arcidiacono, Costantino & Yang, 2016). The organization should require reviewing the management, do internal audits as well as take preventive actions to evaluate the quality of the systems. Hejazi & Levy (2012) opined that the Six Sigma assists ISO as Six Sigma is a quality improvement process to reduce the defects within the system as 3.4 per million. The following are the areas that should be measured, analyzed and improved within the organization to reduce the cost and given high quality products to the customers:
2.5.4.1 Customer Satisfaction
Jacobs, Swink and Linderman (2015) stated that the business should monitor the information on the satisfaction level of the customers as one of the performance measurements of QMS. It is required to ensure that the organization has system to address the complaints of the customers as well as feedback (Gitlow, Melnyck & Levine 2015). The product manufacturing operations have created the level of satisfaction that collects end-user satisfaction data as well as analyze to provide preventive actions for future product improvements.
2.5.4.3 Analysis of Data
The organization should collect as well as analyze the data in order to establish the appropriateness of the system and its effectiveness to improve. Fadly Habidin and Mohd Yusof (2013) discussed that the activities of measuring as well as monitoring are the sources of data. The analysis of the data provides information about the satisfaction and dissatisfaction level of customers, product characteristics, trends, process as well as suppliers.
2.5.4.4 Improvement
The organizations are facilitating the continual improvement throughout the use of the quality policy, results of audits and analysis and management review (Hilton & Sohal, 2012). These procedures are used to plan the processes required for continual improvement.
2.6 Acceptation of ISO 9000 standard and Six Sigma
Timans et al., (2016) opined that selection of the best approach for the business process improvement is dependent on the culture of the organization. When the organization values the analytical studies, then Six Sigma is the best approach to be followed by the organization and it is the best program to lead off with. As the level of quality assurance of the products as well as services are the main attribute to enhance the competitiveness of the organization. Gitlow, Melnyck and Levine (2015) argued that the implementation of the Six Sigma projects are considered at various levels of QMS that allows expressing the view that this particular methodology is accurate to be implemented within the organization.
Acceptance of the ISO 9000 standards is due the reason that it presents guidelines to increase the efficiency of the business as well as the satisfaction of the customers. Barafort, Mesquida and Mas (2016) stated that the main objective of this ISO 9000 standard is to increase the productivity of the organization, reduction of cost as well as ensuring the quality of both products as well as processes. Cots, Casadesus and Marimon (2016) opined that this particular standard is important as for any organization, quality is most important. With using this standard, the organization can be able to identify the cause of the problems and then give the respective solutions (Psomas & Pantouvakis, 2015). By improving the efficiency of the organization, the profit of the business is maximized.
Essay Writing Service Features
Our Experience
No matter how complex your assignment is, we can find the right professional for your specific task. Contact Essay is an essay writing company that hires only the smartest minds to help you with your projects. Our expertise allows us to provide students with high-quality academic writing, editing & proofreading services.
Free Features
Free revision policy
$10Free bibliography & reference
$8Free title page
$8Free formatting
$8How Our Essay Writing Service Works
First, you will need to complete an order form. It's not difficult but, in case there is anything you find not to be clear, you may always call us so that we can guide you through it. On the order form, you will need to include some basic information concerning your order: subject, topic, number of pages, etc. We also encourage our clients to upload any relevant information or sources that will help.
Complete the order form
