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Purpose -The purpose of this paper is to examine the rationale for establishing a quality management system (QMS) by obtaining ISO 9001:2000 certification in a not for profit small to medium enterprise (SME) in the UK. The rationale for choosing this approach over others to achieve operational stability and ongoing improvement is explored and an evaluation of its effectiveness undertaken. Design/methodology/approach -A case study approach is adopted with the paper outlining the process of ISO 9001:2000 implementation in a single not-for-profit SME. The paper identifies the process by which the organisation prepares for certification and appraises both the changes required by the organisation and the scope of opportunistic improvements that resulted. Findings -Through the correct development of the QMS the company was able to generate bottom-line savings and business performance enhancement. The paper shows that when the QMS is developed as part of a coherent initiative, lasting performance improvements are achieved.Research limitations/implications -The pursuit of ISO 9001:2000 in a not-for-profit company provides an effective framework for similar companies to follow suit. Further analysis of ISO 900:2000 implementation through its application in a range of similar companies is proposed. Practical implications -The paper concludes that the act of preparation for ISO 9001:2000 in this type and size of organisation constitutes a radical change and proposes that a transitive version of ISO 9001:2000 related standard, scalable for SMEs, would benefit the continued growth of this economic sector. Originality/value -This study highlights the potential benefits of creating and implementing a QMS in a not-for-profit SME through the pursuit of ISO 9001:2000 certification. It shows that the tangible benefits of such an approach alone do not ensure that ISO 9001:2000 remains the preferred quality standard.

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PurposeThe purpose of this paper is to offer a rationale for the epistemological and ontological development of total quality management (TQM) utilising action modalities. The ability to harness and transfer knowledge is a key attribute of research‐led universities, and a factor which is able to bring education and industry into cooperative relationships. However, Imai views that there is a tendency to place too much emphasis on teaching knowledge, whilst disregarding group learning of fundamental values, established through gemba kaizen and through the learning organisation.Design/methodology/approachEstablished through the results of a survey of 50 manufacturing companies in the UAE, and based on the andragogical learning concept in both solving a problem and generating new knowledge, this paper investigates a conceptual basis for action learning. The paper offers a rationale for the epistemological and ontological development of total quality management (TQM) utilising action modalities. This reflects the underpinning philosophy of TQM toward the continuous improvement in quality of the organisations' processes, people, products, and services.FindingsThe findings of the construct of andragogical gemba establish the robustness of the methodological move from pedagogy to andragogy. The applicability of andragogical gemba being underpinned by the required interaction of democracy and collaboration. The survey of UAE SMEs confirms a lack of engagement within this concept, and recommendations are given to support development.Originality/valueThe paper has been developed within Dubai's socio economic mix, Dubai being a constituent Emirate within a Country where expatriates form approximately 93 per cent of the total workforce population. The transient nature of the workforce produces pressures on the learning organisation, and the context of knowledge transfer and creation.