Integration of Standardized Management Systems: A Dilemma?

Rebelo, Manuel Ferreira; Santos, Gilberto; Silva, Rui

doi:10.3390/systems3020045

Cited by 48 publications

(44 citation statements)

References 16 publications

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“…Furthermore SA8000‐certified companies are in 96.8% of cases, companies that have already implemented other International Standards such as ISO 9001, ISO 14001, and OHSAS 18001, creating an Integrated Management System (IMS) within the company (Santos et al, ; Rebelo et al, ; Murmura & Bravi, ; Rebelo et al, ). These companies are therefore aware of the certification process and more motivated to achieve concrete results, incorporating through the standard their social strategy with the environmental, organizational, and operational strategies.…”

Section: Discussionmentioning

confidence: 99%

SA 8000 as a Tool for a Sustainable Development Strategy

Santos

Murmura

Bravi

2017

Corp Soc Responsibility Env

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In today’s global markets, issues related to environmental sustainability, ethics, working environment conditions and safety, stakeholders’ relations and the protection of workers’ rights have greater importance on business performances. For this reason, the aim of this research is to analyze the concept of corporate social responsibility, investigating the perception of Italian companies about Social Accountability 8000, a voluntary International Standard used as a tool to certify companies’ commitment on social aspects. The survey began September 15, 2016 and answers were accepted until November 15, 2016. Two hundred twenty-one Italian SA8000 certified companies participated to the survey reaching a response rate of 20.4%. Using a questionnaire submitted to certified companies, the main reasons which have driven companies to certification have been investigated, highlighting that the motivations which drive companies to be certified are both of an internal and external type: an improved image is the first, followed by the willingness to have a better working environment. Among the experienced benefits resulted from the study there are ‘reduction of labor conflicts’ and ‘achievement of a competitive advantage over competitors’, while limitations seem to be scarcely perceived and are defined especially by the lack of staff and management training. Copyright © 2017 John Wiley & Sons, Ltd and ERP EnvironmentArtigo que refere a norma SA 8000 como uma ferramenta estratégica para o desenvolvimento sustentad

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Section: Discussionmentioning

confidence: 99%

SA 8000 as a Tool for a Sustainable Development Strategy

Santos

Murmura

Bravi

2017

Corp Soc Responsibility Env

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“…Santos et al (2016). Other important barriers identified by organisations are: high implementation and maintenance costs (Batista and Santos, 2015) and the bureaucratic management of the standard (Santos and Barbosa, 2006;Rebelo et al, 2016;Boiral, 2011;Ilkay and Aslan, 2012;Rebelo, Santos and Silva, 2015). The last revision of the standard ISO 9001 reviewed in 2015 gives greater importance to the concept of risk management (Rebelo, Santos and Silva, 2017;Ferreira, Santos and Silva, 2019).…”

Section: Main Drivers To Iso 9001:2015 Adoption and Benefits And Barrmentioning

confidence: 99%

The ISO 9001:2015 Quality Management System Standard: Companies' Drivers, Benefits and Barriers to Its Implementation

Bravi

Murmura

Santos³

2019

QIP Journal

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Purpose: The aim of this study is to evaluate companies’ perception of the latest version (2015) of ISO 9001 in terms of motivations that pushed companies to the implementation of a Quality Management System.Methodology: The research was conducted through a questionnaire proposed to 3,975 ISO 9001 certified companies, making a simple random sampling among the 150,143 Italian companies certified in 2018. Among the companies contacted, 493 participated in the survey and gave shape to the reference sample.Findings: The results of the study show that the “culture of quality” is rooted in Italy and mainly in the North, which represents the most economically advanced area. With regard to the evolution of the standard from ISO 9001:2008 to 2015, companies seem to have perceived the main changes introduced with the latest revision, that helps to easily adopt its principles in companies.Research Limitation: The main limitation of the study lies in the fact that the focus of the research was based on Italian companies. It would be important for future research to consider also other European countries, and make a comparison between them, in order to consider if companies of different markets have different motivations for implementing the standard and perceive different benefits and barriers to its implementation.Value of paper: Few researches have focused on the latest version of the ISO 9001 standard; therefore this study gives a broad vision of how companies that have had to deal with the new standard consider it in relation to the previous version, highlighting the main strengths and weaknesses.

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“…This is also an opportunity for leaders to communicate and build trust with the team, thus enhancing corporate culture, with a focus on people and processes [41][42][43]. This has an immediate and significant influence on organizational activity [44][45][46][47][48], where management systems [49,50], namely quality management [51][52][53][54][55] as well as environmental management and sustainability [56][57][58][59][60], play an important role [43,[61][62][63] in the way Industry 4.0 principles are implemented [64].…”

Section: Literature Reviewmentioning

confidence: 99%

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

Rodrigues

Sá

Silva

et al. 2020

Systems

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The main purpose of this paper was to introduce procedural changes based on a type of human resources management tool using Lean Leadership (LL). We sought to determine which Lean Tools (LTs) are able to promote a rapid impact on a company; namely, we aimed to determine which LTs are able to facilitate fast and positive results for companies after their implementation, thus allowing for quick wins. This study was conducted at a medium-sized Portuguese company in the metalworking sector. Results were assessed from two surveys (involving 17 people) regarding perceptions of employee awareness in the machining area for Quality, Maintenance/Equipment, Process/Products, Leadership/Management by Objectives, and Trust and Training. The surveys were conducted at the beginning of the study and at the end of a quarterly period. LTs were used over a period of three months, thus enabling changes to the company’s manufacturing processes which could lead to improved organization, orientation, consistency and viability. Three months were considered an adequate time period to measure whether the tools were effective in the production of quick wins or not. LL allowed for greater awareness of the importance of LTs, the most important feature of which is the aggregation of all of the employees’ energies, which culminates in better operational efficiency and an increase in the employees’ overall positive perceptions of their company’s principles and mindset. The introduction of LL, as well as the implementation of 10 LTs, which are considered to be Quick-Win Tools, enabled employees to improve their perceptions of their company by 6.1%. Lean tools can be implemented quickly and are easily understood by their intended users. These benefits provide additional motivation for their use and for the achievement of highly satisfactory operating results across production areas. This study aims to identify which lean tools allow companies to obtain benefits/gains quickly. This outcome is the main contribution of this study to the scientific community and to companies. A Quick Win means a rapid improvement in a short period of time. As such, lean tools that provide Quick Wins also contribute to economic development. Due to the restricted time period imposed by the main purpose of this study, statistical analysis of the results was unfeasible.

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Integration of Standardized Management Systems: A Dilemma?

Cited by 48 publications

References 16 publications

SA 8000 as a Tool for a Sustainable Development Strategy

SA 8000 as a Tool for a Sustainable Development Strategy

The ISO 9001:2015 Quality Management System Standard: Companies' Drivers, Benefits and Barriers to Its Implementation

A Rapid Improvement Process through “Quick-Win” Lean Tools: A Case Study

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