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IJOPM
21,10 An empirical study of the
ISO 9000 standards’
contribution towards total
1326
quality management
Katerina D. Gotzamani and George D. Tsiotras
University of Macedonia, Thessaloniki, Greece
Keywords ISO 9000, Total quality management, Performance measurement
Abstract This paper presents the results of an empirical study on the contribution of ISO 9000
standards towards total quality management (TQM). The paper is a continuation of the authors’
research on the ISO 9000 standards effectiveness and capability as an entry key to TQM. The
literature review of the above issue revealed the need for a formal empirical study to resolve the
existing debate about the standards’ long-term contribution and true value to ISO 9000-certified
companies. For the purposes of this study, a TQM measurement instrument was developed and
tested for its reliability and validity to measure TQM performance improvement in certified
companies in Greek industry. This performance improvement was then used to test the basic
research hypothesis: ``Can ISO 9000 standards provide a good first step towards TQM?’’. The
results of the study are presented in eight basic TQM categories, showing the certified companies’
performance improvement in the basic elements of each category, and revealing their strengths
and weaknesses on their way to TQM.
Introduction
It is certainly true that the development and application of a quality assurance
system helps companies to better organise and synchronise their operations by
documenting their processes, clearing out ambiguities and clearly defining
duties and responsibilities among employees and departments. Even more, its
greatest and most important advantage lies in the fact that it introduces a
preventive way of managing quality, focusing mainly on the prevention of
errors, rather than their later detection and correction, which was the focus of
the traditional ``quality control’’. The significance of prevention is highly
realised and appreciated by all authors in the literature, since the new
competitive challenge for the companies is the successful combination of high
quality and low price; in other words, the combination of quality and
productivity. The only way for companies to respond to this challenge is the
use of preventive rather than corrective methods of quality management, since
the latest highly increase costs and decrease productivity, without adding real
value to the products. Based on the above, the implementation of a quality
assurance system presents a good opportunity for companies that want to
respond to the challenge.
International Journal of Operations &
However, there is still one very serious dilemma about the quality assurance
Production Management, standards, which highly concerns both theorists and practitioners in the field.
Vol. 21 No. 10, 2001, pp. 1326-1342.
# MCB University Press, 0144-3577 This dilemma regards the degree to which the development and certification of
a quality assurance system, according to the ISO 9000 series of standards, can ISO 9000
finally guarantee real quality improvement to the companies that apply it. standards’
More specifically, some of the questions frequently raised in business articles contribution
are:
Can quality assurance standards boost and increase a company’s
commitment to quality?
1327
Do they really encourage continuous improvement?
What are the real motives behind certification?
Is it a sign of commitment or is it just another marketing tool?
Can it serve as a first step towards total quality management (TQM)
when this is the company’s final target?
What will this ``certification fashion’’ leave behind it when the temporary
competitive advantage of certification is lost?
Will it have emphasised and strengthened the importance of quality
throughout the company?
Will it have left a modernised system of quality management, with the
capability to evolve into TQM, or will it just leave a complicated,
bureaucratic and non-flexible system, together with a general feeling of
disappointment and discontent about quality and quality improvement
programs?
The aim of this paper is to address this dilemma and provide an answer to the
above raised questions through an empirical study on the standards
contribution towards TQM in the Greek industry. The paper is a continuation
of the authors’ previous research on the ISO 9000 standards’ effectiveness and
contribution as an entry key to TQM (Gotzamani and Tsiotras, 1996), which
proved the need for a formal empirical study on the issue. More specifically, the
basic hypothesis examined in this paper is:
H1. Can ISO 9000 quality assurance standards provide a good first step
towards total quality management?
The main conclusion drawn from the summarisation of different opinions and
assertions on this matter (Betram, 1990; Byrnes, 1992; Carlsson and Carlsson,
1996; Conti, 1993a, 1993b; Corrigan, 1994; Gotzamani, 1996; Kochan, 1993;
Lamprecht, 1991; Marash, 1993a, 1993b; Mayer, 1993; McQueen, 1993; Rayner
and Porter, 1991; Sakofsky, 1994; Searstone, 1991; Stephens, 1994, 1997; Stout,
1993; Taylor, 1995; Tummala, 1996; Zuckerman, 1994; Williams, 1997), is that
the long-term effectiveness and real value of the quality assurance standards, is
not based on their content and requirements, but on the way that these are
adopted and implemented by the companies. The key for their success lies in
the companies’ real commitment to quality improvement and their true motives
for certification, which finally dictate the way and depth to which the standards ISO 9000
are implemented. The ISO 9000 standards offer companies the capability to standards’
develop and implement an effective and dynamic quality system, with a focus contribution
on continuous improvement and adaptation, as long as the companies show the
necessary willingness and commitment to exploit it (Williams, 1997). The key
determinant for standards success is the depth to which a company desires to
proceed in satisfying their requirements. Those companies limiting their efforts 1329
to the satisfaction of the minimum necessary requirements for certification, will
not be able to realise the full potential of the standards and are likely to fail. On
the contrary, companies can really benefit from the process if they see the
standards as an opportunity to organise and improve their internal operations
and quality, by creating a dynamic and ever-improving quality system that
may evolve in a TQM system. The real benefits can be realised only when the
companies that apply them truly understand both their capabilities and their
limits (Henkoff, 1993).
However, the lack of formal empirical research on this interesting and
controversial issue was identified as a main deficiency of the quality
management research (Williams, 1997), since the basic arguments of both the
optimistic and the pessimistic view were mainly based on personal assertions
and isolated experiences of certified companies.
The above mentioned dilemma about ISO 9000 effectiveness, the
controversy that this dilemma raises in literature, the absence of formal
empirical research to support the optimistic or the pessimistic side, the long-
term interest of Greek companies on TQM (Gotzamani et al., 1996) and the
exponential growth of certifications among Greek companies and world-wide
(Lamprecht, 1992; Kochan, 1993), highlighted the need for a formal empirical
research on ISO 9000 standards implementation and their capability to drive
Greek companies towards TQM. Even more, it is claimed in the theory of group
decision making and business dynamics, that every new technical or
managerial approach, is either readily and truly approved, or completely
rejected, depending on its first impression to a company and its employees.
Ahire and Rana (1995) comment:
The first impression of the initial phase of TQM implementation, contributes significantly to
the long-term trust and support from management and employees.
That is why the Greek companies’ experience with the standards becomes so
important for the future of quality management and improvement practices in
the Greek industry, since this is practically one of their first steps towards
quality improvement. If the final impression gained by the companies and their
employees about quality and quality improvement is a positive one, these
systems may serve as a good first step for future adoption of TQM principles
and techniques, which proved to be highly appreciated among them
(Gotzamani et al., 1996)
IJOPM To evaluate the standards’ long-term effectiveness and contribution in the
21,10 Greek industry, we decided to proceed with an empirical research on the Greek
ISO 9000 certified companies, by exploring:
The motives that lead Greek companies to ISO 9000 certification, since
these are said to be decisive for the long-term effectiveness and value of
the standards.
1330
The certified companies performance improvement from the standards’
implementation in basic TQM areas, to test their effectiveness as a first
step towards TQM.
The overall, internal and external, benefits/results that they have
witnessed from certification, since one of the main standards’ criticism is
that companies can get registered without having to prove any positive
business results from the standards’ implementation.
The second part of the questionnaire, which constituted its main body, tested
the standards’ contribution towards TQM. For this reason a special TQM
measurement instrument was built, covering the following eight basic TQM
performance categories:
(1) leadership;
(2) strategic quality planning;
(3) quality data and analysis;
(4) human resource management;
(5) process management;
(6) suppliers relations;
(7) customers relations; and
(8) product quality design.
The last category was addressed only to those companies certified to ISO 9001.
The above eight categories were described through 80 important TQM
elements/questions. The certified companies were asked to evaluate their ISO 9000
performance on these elements, by indicating the extent of practice of each one standards’
of these in their company, both before and after certification. This way we could contribution
isolate the unique standards contribution to the TQM elements performance
and check whether this contribution is significant or not; in other words,
whether the standards implementation boosts TQM performance or not, and in
which specific elements or areas. 1331
A typical example of the 80 items in this part of the questionnaire is:
Extent to which employees are trained in statistical methods and techniques:
Before ISO certification: 0 = not at all, 1 = very low, 2 = low, 3 = moderate, 4 = high,
5 = very high.
After ISO certification: 0 = not at all, 1 = very low, 2 = low, 3 = moderate, 4 = high,
5 = very high.
Finally, the third part of the questionnaire examined the overall operational
and other benefits of certification. Thus, a list of 20 possible benefits was
offered, asking companies to mention the degree to which they witnessed each
one of them as a result of their ISO 9000 certification. This list was also
extracted from literature review and covered all possible benefits that
companies could witness from certification. A typical example of the items in
this part of the questionnaire is:
Extent to which the amount of defects and rework was reduced (as a result of ISO 9000
implementation):
0 = not at all, 1 = very low, 2 = low, 3 = moderate, 4 = high, 5 = very high.
The six-point interval rating scale was chosen for all 110-questionnaire items in
order to prevent the occurrence of the central tendency error. The questionnaire
was sent to almost all ISO 9000 (9001, 9002 or 9003) certified companies by
ELOT (the Greek organisation for standardisation), by that period (May, 1996)
and it was addressed to their quality assurance manager.
Finally, 84 answered questionnaires were received, giving a particularly
high (57 per cent) response rate, considering the magnitude of the
questionnaire. The data were analysed with the use of the statistical package
for the social sciences (SPSS) for Windows (Norusi, 1992).
Leadership 0.90
Strategic quality planning 0.86
Quality data and analysis 0.89
Human resource management 0.86
Table I. Process management 0.94
Internal reliability Supplier’s relations 0.85
coefficients for each Customer’s relations 0.95
TQM category Product quality design 0.92
review on TQM theory and each TQM area separately, from the most ISO 9000
popular quality gurus’ theories and the main quality awards (MBNQA and standards’
EQA) requirements, as described under their basic categories (Gotzamani, contribution
2000). Moreover, its adequacy was confirmed by academics and quality
assurance managers in its pilot study and, finally, by ELOT, the Greek
organisation for standardisation. The quality assurance manager of ELOT,
through an accompanying letter to the questionnaire, stressed the 1333
importance of the survey and the value of the measurement instrument as a
self-assessment tool for companies to monitor performance improvements
against TQM.
``Predictive validity’’ or ``concurrent validity’’, refers to the degree to which an
instrument can successfully predict the variable or the phenomenon that it
examines. To test this kind of validity, one has to test the correlation coefficient
between the measurement instrument and another independent variable which
is directly related to the variable or phenomenon measured by the instrument.
Since the measurement instrument of this research was measuring TQM
performance improvement from certification, it was related to the overall
companies’ improvements and benefits from certification, as these were
indicated in the third part of the questionnaire. More specifically, the predictive
validity of the instrument was tested though multiple regression analysis
between the companies’ mean performance improvement score in each one of
the eight TQM categories of the instrument (eight independent variables) and
their mean score in their overall benefits from certification (dependent
variable). The multiple regression coefficient R2, was estimated equal to 0.89,
and the multiple correlation coefficient R was estimated equal to 0.94
(significant F = 0.0086). Thus, the strong relationship between the
measurement instrument and the related independent variable proved the
predictive validity of the instrument.
Finally, ``construct validity’’ was assured by applying Factor Analysis
(Rummel, 1970) separately in each TQM category. The results of factor
analysis gave to the measurement instrument its final form, by revealing two to
three basic factors in each one of the eight basic TQM categories (multi-
variables). These main factors (sub-categories) helped to eliminate the initial
number of variables and to better describe the requirements of the broader
TQM categories (Gotzamani, 2000).
The above analysis proved that the TQM measurement instrument
developed for this research measured, both reliably and accurately, the
companies’ performance on TQM elements, and thus it could be safely used to
test the basic hypothesis of the survey.
Figure 1.
Performance on the
basic TQM categories
before and after
ISO 9000 certification
design phase and clear definition and standardisation of duties and ISO 9000
responsibilities. On the contrary, there is little, if any, improvement (the lowest standards’
in this category) regarding the work system’s flexibility. Flexibility was the contribution
only element to which some companies (seven) declared an even negative effect
from certification, something that is frequently mentioned as a main deficiency
of the standards implementation.
Less encouraging also, is the dramatic increase of incoming materials 1335
supervision and control after certification. Although this increase helps assure
the quality of the materials, and thus the quality of the final products, it
contradicts with the TQM philosophy. According to TQM theory, mutual trust
and co-operation between the company and a small number of carefully
selected and reliable suppliers should replace excessive quality controls of
incoming materials. The same thing holds also for the final products controls,
which also highly increase, although to a lower degree, after certification. This
increase also adds cost to the final product without really adding value to it and
it should ideally be replaced by trust in the production process and things made
right the first time. Deming’s (1982) point: ``Cease dependence on massive
inspection’’, and Crosby’s (1979) slogan: ``Do things right the first time’’, are
indicative of the TQM philosophy on this matter. However, before a company
reaches the point where it can really trust its operations, excessive quality
controls are necessary in order to assure the quality of the products that reach
the customer and in order to avoid the enormous cost of dissatisfied or
disappointed customers. Only dramatic improvements in the operations
process quality can really increase the company’s trust in it and lower the need
for excessive quality controls.
Also very significant is the contribution of ISO 9000 standards to the
monitoring and use of ``quality data’’, one of the categories with the poorest
performance before certification. However, the improvements in this category
are mainly related to the monitoring and keeping of quality data and less to
their real processing and evaluation for fact-based decision making and quality
improvement.
The standards’ contribution is also very significant in the company’s
performance in the category related to ``customers’’. Although this contribution
is not as high as in other TQM categories, it proves to be very important
because it improves areas with very poor performance before certification, but
also areas which are vital for the customer’s satisfaction and the company’s
survival in the future. Particularly positive is the improvement it offers in
complaints handling and processing for the quality improvement of products
and/or services.
Significantly lower is the improvement offered in the category ``human
resource management’’, which was the one with the lowest performance both
before and after certification. The results in this category are impressive,
proving that Greek companies have very low performance before certification,
almost the lowest of all TQM elements, in issues related to human resource
management. Particularly low is their performance relative to employees’
IJOPM training and education in quality-related issues, in methods and techniques for
21,10 quality improvement, in the development of employee participation programs
and systems for formal proposals submission, in employee evaluation,
appraisal and continuous training, in offering formal incentives for quality
improvement, participation and contribution to decision making, as well as in
recognising those who contribute towards quality improvement. For the
1336 majority of the companies, the improvement they have in these issues, as a
result of certification, is almost zero, although it increases for companies with
very poor performance before certification. Thus, human resource management
constitutes the most challenging and demanding category for those companies
that want to proceed to TQM.
Regarding the companies’ relations with their ``suppliers’’, a highly positive
result is the increase of quality’s significance, compared to the significance of
cost and time, in choosing suppliers. On the contrary, there is very little
improvement, as a result of certification, in the development of close
partnership, mutual trust, and parallel growth with suppliers, all of which are
highly stressed in the TQM philosophy.
The greatest improvement in the category ``product design’’ was achieved in
the clarity of the product and process design specifications, in the totality of
new product’s tests and inspections before entering the market and in customer
requirements analysis at the product development phase, all of which are
particularly important for customer satisfaction.
Finally, the category with the lowest improvement from certification is the
category concerning ``leadership’’. At first, this observation looks particularly
discouraging, since the role of leadership is commonly agreed to be decisive for
the success of every effort, and particularly for the adoption of TQM. However,
performance in this category may not be very high after certification, as
desired, but it does get improved from the standards’ implementation. Even
more, particularly promising for the long-term success of companies, is the fact
that the highest score after ISO 9000 certification in this category, was top
management’s commitment to quality and the importance of quality as a
strategic competitive weapon.
Great improvement is also achieved in the evaluation of the managerial
system, in the frequency of quality issues discussions in top management
meetings and in the development and monitoring of quality goals in the
business plan.
Conclusions
The main findings of the above research offer a strongly justified and formal
answer to the many and important dilemmas presented in the literature about
ISO 9000 long-term effectiveness and value to the certified companies.
The basic conclusion drawn, based on the combination of literature review
results with the results of the empirical study on the Greek industry, is that the
development and certification of a quality assurance system according to one
of the ISO 9000 standards can offer a good first step towards TQM, since it
offers significant improvement in companies’ performance in all TQM
elements and areas examined by the research. Moreover, it is proved that it
boosts quality culture and quality commitment and it offers significant
operational and other benefits to the certified companies. However, the
standards’ contribution was found to be higher for small- and medium-size
companies, companies with lower performance on TQM elements prior to their
certification and, in certain issues, companies that have been certified for a
longer period of time.
But although the start seems positive and optimistic, there is much yet to
be achieved by the ISO 9000 certified ccompanies on their road to TQM,
concerning mainly the ``soft’’ elements of quality, like human resource
management, suppliers’ relations, and others discussed earlier in the paper.
Further research should focus on the companies’ steps after ISO 9000
certification. Those companies wishing to proceed further should focus on
those important quality issues not covered by the standards’ requirements,
which were discussed earlier in the paper. There is no research as to the right
order of their implementation and it will be really difficult for anyone to
suggest an ``ideal’’ order. How companies will proceed depends very much on
their particular needs and on where they stand after certification.
However, it is clear that the companies’ efforts after certification should
focus on the ``soft’’ elements of TQM (``leadership’’, ``employee participation and
empowerment’’, ``customer relations’’), which proved to be the ones with the
lowest performance improvement from certification. Improvements in these
elements are particularly important, since there is adequate research proving
that business performance is more heavily influenced by the ``soft’’ elements of
TQM rather than the ``hard’’ ones.
IJOPM A study performed in 1,200 Australian and New Zealand companies
21,10 (Samson and Terziovski, 1999), investigating the effect of the different TQM
factors on operational performance, proved that strong predictors of
operational performance are the so-called ``soft’’ factors of TQM, ``leadership’’,
``human resource management’’ and ``customer focus’’, and not the more
systems- and analytic-oriented factors of ``information and analysis’’, ``process
1340 analysis’’ and ``strategic planning’’.
However, a great number of these issues seem to be addressed by the
requirements of the revised ISO 9001:2000 series. The new ISO series
represents a real step forward in quality assurance, since it aims at
``customer satisfaction assurance’’, not just ``product quality assurance’’. It is
generally accepted that the new series is more process-based and focuses far
more on continuous improvement and customer satisfaction than the past
versions. However, again, following standards requirements alone will not
be enough to guarantee sustained competitive advantages. As Conti (1999)
says:
It is difficult to see how a standard-guide can offer any added value.
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