Improving R &amp; D processes by an ISO 9001-based quality management system

Auer, Antti; Karjalainen, Jukka; Seppänen, Veikko

doi:10.1016/1383-7621(96)00010-0

Cited by 10 publications

(9 citation statements)

References 3 publications

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“…In order to deliver the quality policy, a quality system defined in the form of quality procedures and plans are set to express how the work will comply with the requirements of the standards and how to impose a degree of discipline. In an R&D context, these procedures prescribing the standard ways of working are always subject to critical comments (Karapetrovic, 1999;Francis, 1992) although they are an important source to get to know what the company requires and how each individual can contribute (Auer et al, 1996). ISO 9001 makes provision for controlling the documents and related data by means of establishing a system that allows maintenance and updating of documents.…”

Section: Quality System Document and Data Controlmentioning

confidence: 99%

“…The complexity and globalisation of today's competitive business environments have made R&D/new product development (NPD) one of the most important sources of competitive advantage for the firm. Many leading R&D organisations have started to exploit opportunities to face this situation and many authors have written about the need to have systematic processes to manage quality to gain and remain in this competitive position (Cooper et al, 1990;Colurcio, 1998;Auer et al, 1996). R&D as a major contributor to the innovation process is under pressure to work to an appropriate quality assurance standard recognised by the majority of its customers.…”

Section: Introductionmentioning

confidence: 99%

“…R&D as a major contributor to the innovation process is under pressure to work to an appropriate quality assurance standard recognised by the majority of its customers. It is also generally accepted that R&D activity constitutes a``process''' and as such process driven quality systems such as ISO 9001 are potentially of great value to control the quality of the R&D process (Auer et al, 1996). Moreover, the rationale behind the proposed revision to the ISO 9000 standard (ISO 9000-1:2000) provides aǹ`i deal'' opportunity for the R&D managers to achieve the benefits of total quality management (TQM) and thus improvement in various key performance dimensions.…”

Section: Introductionmentioning

confidence: 99%

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The role of ISO 9001 in managing the quality of R&D activities

Jayawarna¹,

Pearson

2001

The TQM Magazine

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Recent studies of quality management systems suggest that all the quality dimensions that are expected within an integrated system are strongly associated with the basic framework set by the formal ISO 9001-based quality accreditation. However, the paradox of reducing variability through standardisation and, at the same time, constantly looking for improvements is often misunderstood in R&D. This paper reviews the R&D activities in the context of ISO 9001 and uses experience from four R&D organisations to explain its use as a strategic, process, people development and learning tool in managing the R&D function. The results revealed that even though these companies have not yet started to work towards the revised standard (ISO 9000-1:2000) they place great emphasis on bridging the gap between the requirements for quality assurance and the principles of quality management.

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Section: Quality System Document and Data Controlmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The role of ISO 9001 in managing the quality of R&D activities

Jayawarna¹,

Pearson

2001

The TQM Magazine

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“…A sua estrutura baseia-se nas 12 Relativamente à norma ISO 26000 -Guidance on social responsibility -, esta não serve de base para a obtenção de selos e certificados, é apenas um guia, que apresenta diretrizes com o objetivo de estabelecer um padrão internacional para a implementação de um sistema de gestão e conformidade de empresas considerando os aspetos da responsabilidade social. implementação de um sistema de gestão, nomeadamente a melhoria da imagem da organização (CAIRNS et al, 2005), do planeamento das próprias atividades e da satisfação dos clientes (AUER et al, 1996). No mercado atual, verifica-se que as organizações socialmente responsáveis são alvos apetecíveis no que concerne a novos investimentos, mas também alvo de procura por parte de novos colaboradores, já que o nível de envolvimento em práticas socialmente responsáveis podem ter um efeito positivo quer no grau em que os participantes percecionam a organização enquanto local para trabalhar quer na sua intenção de candidatura a uma vaga na mesma (DUARTE et al, 2014).…”

Section: Introductionunclassified

Responsabilidade social corporativa: conceito, instrumentos de gestão e normas

Oliveira

Ferreira

Lima

2015

RBADM

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Este trabalho tem como objetivo apresentar uma caracterização do conceito de responsabilidade social corporativa. Para tal o conceito é discutido num espectro mais teórico e são apresentados os instrumentos de gestão, nomeadamente códigos de ética e relatórios de sustentabilidade. Seguindo uma atitude mais pragmática, as organizações têm usado como ferramentas de apoio que permitem sistematizar a sua atuação e o relacionamento com a sociedade diversos normativos, que são apresentados e discutidos, sublinhando a importância da utilização dos mesmos. A relação de uma organização com os seus stakeholders constitui, hoje, um dos maiores reptos de uma gestão ajustada e atenta a uma conjuntura cada vez mais competitiva.

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“…Many studies showed this evolution (Auer et al 1996, Mahoney et al 1994. This new version considers that the overall quality of a firm is the result of the quality of its key procedures, which produce the added value of the product.…”

Section: Tactical Control By Total Quality Managementmentioning

confidence: 99%

Control by quality: proposition of a typology

Pujo

Pillet²

2002

Quality Assurance

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Abstract.The application of Quality tools and methods in the industrial management had always a fundamental impact on the control of production facilities. It influences on the behavior of concerned actors, while introducing the required notions and formalisations, in particular in production systems little automated or not, that constitute a large industria l activity part.Several Quality approaches followed each other in workshops, and thus find again in their control. In this paper, the authors present a typology of different approaches having had some successive and notorious influences on workshop's control, as the statistical process control, the quality assurance and the continuous improvement.At first, the authors propose a parallel between production control and quality organization. They note a hierarchical organization of these two systems of management, with, to each level, the notion of feedback loop. This notion is fundamental in all decision making. They also organize their subject around the operational, tactical and strategic levels, by describing for each level the main methods and tools for control by quality.This panorama of tools and usable methods for the control starts by the operational level, with the SPC, Taguchi techniques or the ' six sigma' approach. At the tactical level, we recover a quality system approach, with a documented description of introduced procedures in the enterprise. The management system can refer here to the assurance quality, to the TPM or to a management by the total quality. The formalization using procedures of decision rules governing the control of processes brings a better validity of these rules. It allows to improve the reliability of these rules and to consolidate them. Thus it opposes the human behavior intrinsically fluctuating of operators' control. Finally, the strategic control by quality is detailed, and then the two main approaches, by continuous improvement and by proactive improvement, are exposed.To finish, the authors observe that to each of these three levels, the continuous improvement of processes which is a component of the Total Quality, becomes an essential preoccupation for the control. So, the idea which was coming out is the recursive utilization of the Deming cycle for control by quality.

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Improving R & D processes by an ISO 9001-based quality management system

Cited by 10 publications

References 3 publications

The role of ISO 9001 in managing the quality of R&D activities

The role of ISO 9001 in managing the quality of R&D activities

Responsabilidade social corporativa: conceito, instrumentos de gestão e normas

Control by quality: proposition of a typology

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