The trajectory of implementing ISO 9000 standards versus total quality management in Western Europe

Abstract

This paper investigates the pattern or trajectory of implementing ISO 9000 standards versus TQM in Western Europe from a longitudinal perspective, using empirical data. The research is based on three large‐scale surveys conducted in 1992‐1993, 1996‐1997 and 2001‐2002 respectively, in 13 Western European countries. The results of the surveys show that European companies have put considerable effort into ISO 9000 certification. However, the results also reveal that, around 1996‐1997, European companies had also planned to implement TQM. However, the result of the planned “go beyond ISO to TQM” fell short of the anticipated extent, indicating that the adoption of TQM in Europe was slower than expected. Early in the twenty‐first century, European companies are still very keen on implementing TQM, indicating an obvious intention to shift from ISO 9000 to TQM. To ensure that the shift will occur this time however, the two approaches must be integrated properly. Although both ISO 9000 standards and the TQM/EFQM model have been recently updated or modified, how to best incorporate the two systems remains one of the major tasks of quality management in the future.

Canonical correlation between job satisfaction and EFQM business excellence model

“…While it can be argued that the wide acceptance of business excellence model slowed down the growth of the use of classical quality management tools and techniques, it is more debatable that quality died or was totally eliminated (Adebanjo 2001). The move from the EFQM model to the European Business Excellence Model seems justified but more explanation is needed (Sun et al 2004).…”

Obstacles to TQM success in health care systems

“…Therefore, quality improvement is mainly limited to supportive and administrative functions, rather than clinical and patient care activities. Simply implementing ISO alone does not appear to be comprehensive enough to gain competitive advantages (Corbett et al, 2005;Najmi and Kehoe, 2000;Sun et al, 2004;Terziovski et al, 2003). Therefore, healthcare organisations should not solely rely on the ISO quality management system.…”

Total quality management (TQM), organizational characteristics and competitive advantage

“…; quality management system, management responsibility, resource management provisions, infrastructure, product realization, and Measurement, analysis and improvement) (Tricker, 2010). BY unifying and deploying quality specifications worldwide, ISO 9000 group is treating all types of companies at all economic sectors similarly, (small-big, manufacturing-service in developed or developing countries) in term of language, application inquires ,and necessary requirements for ISO certificate application purposes (Sun et al, 2004) . ISO 9000 family was considered as an important step for building a quality management system, because it was relying upon the development of quality concept and its applications in very diversified economic sectors, including health care and hospitals.…”

“…It is recognized by its ability to ensure a continuous evolution and development of management quality elements based on the available data and company experience and practices. According to (Sun et al, 2004) TQM can attain a positive effect on five indicators of business performance: quality improvement, cost reduction, flexibility improvement, delivery improvement and customer service. In contrast, ISO can achieve two indicators of improvement: quality improvement and cost reduction.…”