Theory and practice of knowledge managed ISO 9001:2000 supported quality system

Abstract

Purpose – The purpose of this paper is to initiate researches in the direction of integrating knowledge management (KM) principles with ISO 9001:2008 Supported Quality System and motivate the practitioners to implement such integrated system in real-time practice. Design/methodology/approach – The principles of KM were integrated with the five major clauses of ISO 9001:2000 standard. After designing this integrated system, it was subjected to peripheral implementation study in a government-managed company situated in India. The knowledge portal required for maintaining this integrated system was also developed. Findings – ISO 9001:2008 and ISO 9001:2000 standards rest on the same process-based quality system model which is comprised of five major clauses. Hence, the integrated system proposed in this paper can be utilized by the contemporary organizations to infuse KM principles in ISO 9001:2008 based quality system. Research limitations/implications – Though the integrated system designed in this research could not be implemented in a full-fledged manner, the experiences gained have been useful to indicate the future direction of research and practice for integrating KM principles with ISO 9001:2008 Supported Quality System. Practical implications – A roadmap has been evolved to guide the practitioners to implement Knowledge Managed ISO 9001:2008 Supported Quality System. Originality value – No researcher or practitioner has so far contributed a model integrating the process-based quality system incorporated in ISO 9001:2000 and ISO 9001:2008 standards with KM principles. As this gap is filled in this paper, the contributions of this paper are valuable to both researchers and practitioners.

An empirical investigation on TQM practices and knowledge sharing mediation in software industry

“…The actual manifestation of knowledge sharing can be done by the attribute of leadership which is a key component of TQM (Waddell and Stewart, 2008). TQM practices also ensure knowledge sharing culture in which individual behavior is molded in such a way that sharing is considered a social responsibility (Sivakumar et al , 2014).…”

A Conceptual Framework Implementing an As9100 Quality Management System for the Aerospace Industry

“…After the implementation of the AS9100 QMS documentation system, aerospace organisations should have systematic and regular internal audits to evaluate effectiveness and the status of the internal QMS, ensuring it complies with AS9100 requirements as well as the organisations' documented work practices and processes (Leonard [22]; Myhrberg, Valdemar & Crabtree [19]; Sivakumar [11]; Smithers Quality Assessments [48]; To, Lee & Yu [49]; Harun & Cheng [33]).…”

“…Strong alliances and teamwork will enhance the important co-dependent relationships between customers, suppliers, partners, and stakeholders. Strategic relationships based on trust will not only improve the quality of processes, products, and services, but will also optimise the growth and effective use of resources (Fakhri [27] [11]).…”

“…The appointed quality manager must have special leadership traits, ensuring that the QMS as a quality manual is developed from a detailed plan, linking all 20 elements above with target dates, to create a document that describes organisational structures, procedures supported with flowcharts in the form of activities, and functional responsibilities. The document must also include work instructions as standard operating procedures, supported by the forms and records that relate to the specific aerospace industry and that affect products and service delivery, thereby ensuring customer satisfaction ( [7]; [11]). Evans [10], Leonard [22], and Oakland [6] indicate that, when structuring these 20 process-based elements to establish the QMS document, there should be ample support for the claim that Deming's iterative four-step plan-do-check-act (PDCA) cycle is used as the methodology to coordinate all 20 process-based elements for continuous improvement efforts.…”

“…Overwhelming evidence confirms that aerospace industries all over the world are unambiguous in their strategic assessment of the future need for high standard products and services supported by the correct processes, ensuring that all operational airworthiness capabilities meet and secure quality, reliable, and safe air transport ( [7]; [8]; [9]). Evans [10] and Sivakumar [11] found that the current operational priorities placed on worldwide aerospace industries, including the military, emphasise reliable and efficient future-related support initiatives, such as reliability improvements and functional enhancements of technologically sophisticated air systems. To meet the demands of these growing air transport responsibilities, both domestically and internationally, Foster [2] and Goetsch and Davis [12] claim that, for the practice of a certified and effective QMS within each aerospace industry to be AS9100 compliant/certified, is to gain significant competitive advantage, particularly when aiming for long-term success.…”