The effect of ISO 9000 implementation on flow management

Abstract

This study proposes an innovative flow management system that includes product (product and logistics) and process (human, information and decision) flow management. We identify three levels of ISO 9000 implementation (basic, advanced and supportive) as enablers, and operational performance as the outcome. The model was tested using the data-set collected from 133 ISO 9001 certified manufacturing companies in Australia. The results show that advanced implementation is positively related to both product and process flow management; supportive implementation is only positively related to process flow management while basic implementation has no significant effect on either product or process flow management. The results also show that both product and process flow management are positively related to operational performance. This study provides managerial guidelines for companies that wish to improve their innovation capabilities through ISO 9000 implementation and flow management. It also contributes to the ISO 9000 and flow management literature.

The Effect of Halal Requirement Practices on Organization Performance Among Food Manufactures in Malaysia

“…The results is in line with previous findings obtained by Huo, Han and Prajogo (2014) on 121 factories that have received the ISO 9001 certificate in Australia and New Zealand where the organizational capability based on process flow management had a significant relationship with performance. In addition, Perez-Freije and Enkel (2007) in their research on the relationship between ability and process of innovation and control system or organizational performance, work structure, problem solving, working environment, compensation, and paradigm innovation showed that the process of innovation and control system or organizational performance is crucial in supporting the capability of a firm.…”

Assessment of ISO 9001:2015 implementation factors based on AHP

“…• Training: companies looking for an effective ISO 9001 implementation arrange training programs for employees to improve their skill on quality standards, clarifying strategic directions and business goals (Huo et al, 2014). Training focused on quality and information programs is provided to ensure that there is a learning process in place for the success of the implementation.…”

“…Factors that affect the success or failure of ISO 9001 implementation, and QMSs as a corollary have been studied in the literature. The focus on implementation factors is essential because the complete benefits of ISO 9001 can be experienced by an organization only after it has established the appropriate conditions for its implementation and sustenance (Huo et al, 2014). Prior work has focused on the identification of factors influencing effective implementation (Psomas et al, 2010), and evaluation of factors that impact organizations which plan to implement ISO 9001 (Augustyn and Pheby, 2000;Lin and Jang, 2008).…”

“…Prior work has focused on the identification of factors influencing effective implementation (Psomas et al, 2010), and evaluation of factors that impact organizations which plan to implement ISO 9001 (Augustyn and Pheby, 2000;Lin and Jang, 2008). Several factors which may lead to implementation roadblocks have been identified (Karipidis et al, 2009), including: national identity (Huo et al, 2014), employee engagement (Allur et al, 2014), top management commitment (Huo et al, 2014;Allur et al, 2014), training (Maekawa et al, 2013;Karipidis et al, 2009) and team commitment (Boiral and Heras-Saizarbitoria, 2015;Kim et al, 2011;Psomas et al, 2010).…”

“…A better understanding of the priority of ISO 9001 implementation factors is needed so that it results in improved managerial decision-making process. Research opportunities in this scenario include the quantitative study development to examine the role of the critical factors between rhetoric and practice (Boiral and Heras-Saizarbitoria, 2015), and to evaluate the best practices for more effective implementation to encourage more research about the relevance of factors for ISO 9001 internalization in different countries and organizations (Downey et al, 2015;Allur et al, 2014;Huo et al, 2014).…”