Experiences of implementing ISO 9000 in Swedish industry

Abstract

Introduction and conceptual frame of referenceThe period 1990 to 1993 saw a profound transformation within Swedish industry. This transformation took place in response to the deepest recession experienced in decades. Companies responded by searching for different methods to increase their competitive power. One approach in these efforts was to increase efficiency through the use of different comprehensive quality concepts. Different advocates propounded different approaches, e.g. total quality management, different quality awards or ISO 9000. In Sweden, a widespread debate regarding the suitability and potential of the different concepts arose. The debate concerning the ISO 9000 system soon became polarized: one group in favour of the system and one group who saw the system as an inadequate tool for increasing the competitiveness of companies. Whatever the standpoint taken in this debate, it seems today to be an indisputable fact that ISO 9000 is a powerful instrument which cannot be disregarded; no previous change concept has been able to show, in such a short time, an equally large number of companies having implemented, or being on the point of implementing, such a system.From the general perspective of organizational theory, the introduction of a quality system involves a major change. There are several driving and restraining factors influencing such a change. In view of the extent to which companies are today implementing the ISO 9000 system, it is extremely important to study and analyse different aspects of this change work from a societal macro-economic perspective as well as from a micro-economic company perspective. Additionally, there are a number of issues that need to be highlighted and treated from the viewpoint of different social perspectives to increase our understanding of ISO implementation in companies.The introduction and implementation of a new quality system makes changes necessary in the companies concerned. These changes usually involve a change in behaviour, in turn creating a need for information and communication [1,2]. Within "forcefield" theory, Lewin[3] regards every change behaviour as a result of the balance between driving and restraining forces. Factors acting against change in this respect are: group norms, fear of change, ingrained behaviour and member complacency. According to Lawrence[4], there are three general sources of resistance to change: uncertainty about the

Barriers to ISO 9001 implementation in Moroccan organizations: Empirical study

“…Therefore, lack of trainings and communication results in increased bureaucracy and furthermore, more resistance from the workforce. Similar findings were reported by Carlsson and Carlsson (1996) and Lipovatz et al (1999) concerning Swedish and Greek companies. In addition, 26% among organizations who were assisted in the implementation process, the quality management system documentation was exclusively elaborated by the external consultants, and 53% by both quality managers and external consultants.…”

“…Research method Country and sample Identified Barriers Carlsson & Carlsson (1996) Questionnaire survey 214 ISO certified Swedish companies…”

“…Despite the amount of research into QMS and TQM implementation barriers, most of empirical studies has been carried out by different authors in developed countries, among others, Mo and Chan (1997), Carlsson and Carlsson (1996), Lipovatz, Stenos and Vaka (1999), Fuentes, Benavent, Moreno, Cruz & Pardo del Val (2000), Glover and Siu (2000), just few in the Arab world such as Al-Khalifa and Aspinwall (2000), Curry andKadasah (2002), Sharif (2005), Hesham and Magd (2007), Al-Najjar and Jawad (2011) and no research study has been conducted on the topic in Morocco.…”

Interiorización deISO9001 y eficiencia en costes. Un estudio de casos

“…Centrándonos en la infl uencia de ISO 9000 en la efi ciencia en costes, han sido muchas las aportaciones teóricas que han estudiado dicha relación (entre otros, Garvin, 1994;Carlsson y Carlsson, 1996;Adams, 1999). Para Garvin (1994), herramientas como ISO 9000 dirigidas a mejorar la calidad interna de las organizaciones reducen, por un lado, las correcciones, ajustes y desechos, y, al mejorar la calidad externa, también reducen las quejas y reclamaciones, por lo que, en su opinión, también se reducen costes.…”

Analysing customer requirements and satisfaction in the furniture industry according to ISO 9000 certification: a case study

“…4) Analizar la motivación para la implantación de la normativa y los resultados que aporta ésta (ej. Carlsson y Carlsson, 1996;Buttle, 1997;Lee et al, 1999;Casadesús y Giménez, 2000;Heras et al, 2000;Santos y Escanciano, 2000;Marimon et al, 2002;Álvarez Gil et al, 2002;Calisir et al, 2005;Zaramdini, 2007). A pesar de las numerosas investigaciones relacionadas con las normas que se han realizado, son escasas las investigaciones que analizan explícitamente las prácticas de marketing asociadas a ellas.…”