Multicriteria model for selecting TQM consultancy and certification services

Abstract

Purpose The purpose of this paper is to establish the need and the importance of adopting a structured model to support the decisions by using a multicriteria focus to guide drawing up a methodological framework. In addition, this study considers the maturity level of the organization, and the importance of continuous improvement after implementing ISO 9001. Design/methodology/approach This study presents a scientific technical foundation of the qualifying and selection criteria of the consultancy and Accredited Certification Body (ACB) by using ISO standards, and the guidance document CB25, which is related to quality. Finally, a numeric application with realistic data is undertaken using the PROMETHEE II method, and the GAIA plan. Findings The development of this study provides a new insight into the importance for selecting consultancy, and certification services in order to implement quality management systems within organizations. Research limitations/implications The current study is limited to the quality management services. If necessary to apply the same model to other areas, it is necessary looking for documents and regulations of this field. In addition, this model is focussed on a model for small or medium companies, which are still trying to achieve a higher position in the sector, and do not have experts in quality management. Originality/value The differential of this study is the foundation of the criteria for the proposed model. Other studies choose these criteria without any scientific basis. On the other hand, this study goes over many documents.

Prioritizing the barriers of TQM implementation from the perspective of garment sector in developing countries

“…An extensive investigation of literature in the field of TQM has revealed that, a lot of research have been conducted to identify possible TQM implementation barriers and their impact on operational (Aamer et al , 2017; Maistry et al , 2017; Teixeira et al , 2015), organizational (Baidoun et al , 2018; Aquilani et al , 2017; Calvo-Mora et al , 2014), financial (Baidoun et al , 2018; Aquilani et al , 2017; Teixeira et al , 2015; Calvo-Mora et al , 2014) and non-financial performance of a service or manufacturing organization. However, a number of barriers along with their supportive links with organizational performance are evident from previous literatures (Saleh et al , 2018; Patyal and Koilakuntla, 2018; Aquilani et al , 2017; Maistry et al , 2017; Tavares de Aquino and Maciel de Melo, 2016; Jaeger and Adair, 2016; Teixeira et al , 2015; Calvo-Mora et al , 2014). But, a few researches have been conducted on finding relative importance of TQM barriers (Aamer et al , 2017; Talib and Rahman, 2015).…”