The contribution of quality tools and integration of quality management systems to the organization

Abstract

Purpose The purpose of this paper is to examine the contribution from the use of quality tools and the implementation of quality management systems (QMSs) to the management of an organization. The question is if these aspects have an impact on the important elements of a QMS, like critical success factors (CSFs), but more on the performance derived from its functioning. Design/methodology/approach A questionnaire was created and addressed to Greek companies which were certified with at least one QMS standard, in this case ISO 9001:2008. Findings It was concluded that companies implementing more than one QMS and more than nine quality tools gave more importance to specific CSFs of the QMS and also displayed better performance from the rest of the companies. The final conclusion is that the utilization of tools, techniques, and the implementation of more than one QMS – integration of management systems (MSs) – can contribute to many aspects of organization functioning. Research limitations/implications This study was based on the perception (subjective data) of only one quality manager/representative of each company. The companies were not asked about specific actions they have established to integrate their MSs. Practical implications This paper provides a closest look to the utilization of more than one QMS and the use of quality tools. These actions, as concluded, can play an important role in the management of organizations, and managers could use them in an appropriate way. Originality/value This paper aims to evaluate the value of QMS integration and the utilization of quality tools to specific issues of QMS as CSFs and performance in Greek companies.

Towards the Integration of Quality Management Systems and Knowledge Management System in Higher Education Institution: Development of Q-Edge KMS Model

“…In addition to the argument, there are number of similarities between researchers confirming the importance of knowledge quality elements in the implementation of management theory such as KMS and QMS [10,38]. As highlighted by one of the researcher, since the implementation of QMS involve internal assessment and the needs of self-evaluation, therefore self-efficacy knowledge requirements is also needed [30,39]. This phrase accompanied the justification of this study in bringing along the effort of coining between QMS and KMS within HEI.…”

“…In HEI, QM is the term used to explain processes involved to ensure properly maintained standards and to optimize quality of education [29]. Use of quality techniques, tools and implementing it within organization together with integration of QMS improving the performance of an organization [30,31].…”

“…The use of QMS based on ISO standards are also widely used such as in South Africa and Greek. Based on a study, in Greek companies shows that 67 out of 146 companies from the study had implemented ISO guidelines for their QMS initiatives, while remaining of the companies are either has implemented other QMS or at least utilize one of the many quality tools [30]. On the same notes, ISO implementation in South Africa are among several models of QMS used in education and training.…”

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

“…Successful Six Sigma implementation is usually dependent on earlier investments made in similar practices or technologies (McAdam and Hazlett, 2010). The organisations integrating more than one quality management systems usually display better performance (Ismyrlis, 2017). Such firms that possessed greater technological capability and were proactive in implementing Six Sigma have been found to benefit more from Six Sigma implementation (Gowen and Tallon, 2005).…”

Organization Development and Performance: The Impact of ISO 9001:2015, ISO 14001:2015 and OHSAS 18001 Interventions on Product Quality in Manufacturing Organizations of Pakistan

“…The IMS model enhances the efficiency of multiple functions. However, training and development of top management on integration issues is mandatory (Dahlin & Isaksson, 2017;Ismyrlis, 2017;Domingues, Sampaio & Arezes, 2017).…”