ISO 9001 FOR SMALL BUSINESSES PDF

adminComment(0)
    Contents:

Permission can be requested from either ISO at the address below or ISO's .. This fourth edition of ISO for Small Enterpriseshas been updated to take. PDF | This conceptual paper provides guidance for the implementation of a functionalISO Small and medium sized enterprises, quality management, ISO With ever increasing demands on small and micro businesses on quality, price and service, the most effective way to enhance the confidence of customers is.


Iso 9001 For Small Businesses Pdf

Author:JEROME BONNELL
Language:English, Portuguese, Dutch
Country:El Salvador
Genre:Business & Career
Pages:690
Published (Last):26.10.2015
ISBN:852-1-62074-927-2
ePub File Size:27.76 MB
PDF File Size:18.61 MB
Distribution:Free* [*Registration needed]
Downloads:45072
Uploaded by: DALILA

ISO standard sets the requirements for quality management system. There were one .. of view of small and medium- sized enterprises. The subject certificates/nvilnephtalyca.gq Accessed Smithers. New Edition of ISO for Small Businesses - Download as PDF File .pdf), Text File .txt) or read online. ISO. But ISO for Small Businesses, third edn is not just a book, it also Note:To save you having to copy this QMS 'unlocked', fully accessible, nvilnephtalyca.gq

When companies decide to certify based on external motivation will achieve essentially external benefits.

On the other hand, when they do that based on internal reasons generally will achieve improvements essentially at organizational level Corbett et al. Llopis and Tari suggest companies more concerned with internal reasons are those that have better financial results of implementing a QMS, they make a complete incorporation of the quality management principles and show a greater propensity to evolve to TQM models for.

To Poksinska companies seeking certification to for organizational improving reach greater overall benefits. Rather, organizations seeking certification for external reasons only achieve external benefits.

Studies such as Quazi et al. However, most of the studies, such as Corbett et al. The authors concluded that the existence of differences in quality management practices is probably influenced by the industry. Corbett et al.

However, Corbett et al. Gonzalez et al. This result is consistent with the main focus of the ISO system, which is customer satisfaction. Lima et al. Results obtained by Sharma highlight a significant positive influence of quality certification on company performance, stressing that the effects of quality certification are mostly internal, such as: an increase in internal efficiency as a result of continuous improvement. This same conclusion was obtained by Naveh and Marcus and Furtado that, when comparing labor productivity of firms two years before the quality certification with that same value two years after, found a significant increase in this variable.

Feng et al. They also refer that medium and large companies display better performance than small firms. The medium and large firms have more resources and gain greater benefits from ISO certification process than small businesses. This author refers there is no evidence to suggest that the level of satisfaction with ISO depends on organization size or sector type.

To answer these research questions we formulate the following hypotheses : H1: There is no relationship between motivation for certification and benefits from that certification.

H2: There is no relationship between certification and company performance. H There are no differences in motivation for certification for companies of different size. H There are no differences in satisfaction with certification for companies with different size.

The questionnaire was sent to the leaders of 35 companies certified between and Besides a set of questions with objective of characterizing the company, the questionnaire was composed 29 items geared towards assessing the four constructs used in this study: motivation for certification; benefits from certification; performance; and satisfaction with certification.

On a seven points Likert-type scale respondents were asked to state their level of agreement with a set of statements. We received 35 valid questionnaires. In this study, a company is considered small if the number of employees is less than 50, medium if between 50 and , and large if more than This classification was also used by Magd and Bashir To measure the organizational performance the variables used were the Sales Growth, Productivity, Operating Income and Assets. These variables were also used by Sampaio To analyze the results we used the statistical package SPSS First we used simple descriptive statistical measures to describe data.

In order to verify the dimensionality of the indicators for the different constructs we used the method of principal components in factor analysis with the criterion for factor extraction of eigenvalues greater than 1. In the case of obtaining more than one factor is selected the varimax rotation method. To assess the reliability of the dimensions we used Cronbach's alpha, assuming a minimum value of 0.

The correlation between the constructs was assessed using Pearson product moment correlation coefficient. Differences between companies of different size for the variables motivation, benefits and satisfaction with certification were analyzed through Kruskal Wallis Test. In fact ANOVA test was not adequate because it was impossible to verify both criteria, of homoscedastic and normal distribution of the residuals, for any of the variables.

Regarding their size, at the time of certification, companies were distributed as follows: 11 companies with less than 50 workers Insert Table 3 about here Using principal components analysis, with the criteria explained before, it was possible to extract two factors. After varimax rotation the two variables representing internal motivation had higher loadings on factor 2. Moreover this variable had with factor2 a negative correlation.

For these reasons it was decide at this point to exclude this variable of the analysis and re-run factor analysis. In this situation al internal motivations had higher factor loadings on factor 2 and external motivations on factor 1.

Insert Table 4 about here After performing principal component analysis performed two factors were extracted. All internal benefits showed higher loadings on factor 1, while all external benefits showed higher loadings on factor 2. Both factors have shown high reliability values 0. To analyze the relationship between benefits and motivations, Pearson coefficients were calculated for the four pairs Motivations internal and external with Benefits internal and external.

There are significant relationships between motivations, both internal and external with external benefits 0. This result is consistent with most of the literature where the motivations influencing the benefits Poksinska, The relationship between motivation and external benefits is not significant. Hypothesis 1 is therefore partially rejected.

The relationships between Motivation, either internal or external, and performance are not statistically significant. Consequently hypothesis 2 is partially rejected. Insert Table 5 about here 4. Results of this test are shown on Table 6. Insert Table 6 about here When considered as one measure, motivation seems to be different for companies with different sizes. This result is consistent with those of Magd and Curry and contradictory the finds of Rawahi and Bashir and Taylor However when internal and external motivations are considered separately these differences are not significant.

Consequently hypothesis 3. Similarly with benefits, when considered as one measure, differences seem to be significant. In practical terms conclusions may be unclear. Insert Figure 1 about here Based on the results shown on Table 7 it is clear that satisfaction with ISO certification is different for companies with different size.

As Figure 2 clearly shows satisfaction with certification is higher for large companies. Hypothesis 3. This result is contradictory with those of Rawahi and Bashir that there is no evidence to suggest that the level satisfaction with ISO depends on organization size or sector type.

When certification is properly implemented and standards understood organizations enjoy significant benefits, either external or internal. Motivations and the benefits of ISO certification can be categorized into internal and external.

Motivations, both internal and external, are related with external benefits. On the other hand these external benefits are related with organizational performance. Medium-sized enterprises displayed higher levels of external benefits, while large companies had higher levels of internal benefits. Specifically there is a positive relationship between certification benefits and performance.

Different limitations of this study should be point out. Findings of this study should be analyzed with caution due to the small sample size and to the fact that the study was conducted a single sector transportation industry. On the other hand, organizational performance did not take into account two aspects: the financial and operational.

Bhuiyan, N. Calisir, F.

Castka, P. Chow-Chua, C. Conca, F. For it to be viable, you have to be able to achieve a return for your time and effort, through improvements in your organization s processes and marketability of your products and services. Any small organization that wishes to develop its quality management system beyond the ISO requirements should use ISO , Managing for the sustained success of an organization A quality management approach.

ISO gives emphasis to addressing the needs and expectations of all the interested parties of the organization including its customers in a balanced way, to achieve sustained success ; however, ISO is not intended for certification or contractual purposes.

Quality management systems What is a quality management system? A quality management system is the way your organization directs and controls those activities which are related either directly or indirectly to meeting customer requirements.

Broadly, it consists of your organizational structure together with the planning, processes, resources and documentation that you use to achieve your quality objectives, to meet your customers requirements and to provide improvement of your quality management system and thus eventually improvement of your products.

The requirements of ISO are generic and are intended to be applicable to all organizations, regardless of their type, size and product provided. As mentioned earlier, the former editions of both the standard as well as of this handbook used the term business which is still used in the unchanged title of this handbook. However, we have chosen to use the term organization to reflect the broad application of ISO , including to non-profit organizations. Quality management systems are not just for big companies.

Since quality management systems are about how the organization is managed, they can be applied to all sizes of organizations and to all aspects of management, such as your marketing, sales and finance activities.

Quality management system standards should not be confused with product standards. Most organizations new to the concepts of quality management systems, and in particular the ISO family of standards, confuse product quality with the concept of quality management.

Quality management systems should not result in excessive bureaucracy, or paperwork, or lack of flexibility. Nor should your quality management system be a financial burden. Expenditures relating to implementing and maintaining a quality management system should be considered an investment with a return on investment in the form of benefits and improvements as described further along in this section of the handbook.

Remember, all organizations already have a management structure and this should be the basis on which the quality management system is built. You may find that you are already carrying out many of the requirements included in the standard but have not stated how they are done. An ISO quality management system is one which is built on the current version of the requirements standard, i. ISO The current key documents from the ISO family of standards consist of ISO which sets out the concepts, principles, fundamentals and vocabulary for quality management systems ISO which sets out the requirements to be met ISO which provides guidance on managing for the sustained success of an organization, based on a quality management approach ISO which provides guidelines on auditing quality management systems and environmental management systems as well.

The intent of ISO is not to impose something totally new on your organization.

International Organization for Standardization

If you are only now adopting ISO , it is likely that your system is quite effective, but informal and probably not well documented. If your system already exists and is based on one of the older editions, it will need to be updated to ISO , which may require some changes. In both cases, the advice given in this handbook is relevant. Some customers in both the private and public sectors are looking for the confidence that can be provided by an organization with an effective quality management system.

While meeting these expectations is one reason for having a quality management system, there are other reasons and some of these are listed below. While a quality management system can help in meeting these expectations, it is only a means to achieve the objectives you set for your organization and is not an end in itself.

It will not solve all your problems. It is a means for you to take a more systematic approach to your organization s objectives. ISO contains requirements for continual improvement. You can use this approach to ensure that worthwhile and cost effective improvements are being achieved. How to start First steps This handbook is written particularly for a small organization that wishes to implement an effective quality management system. The first step is to use this handbook to give yourself an understanding of what a quality management system is and what its requirements are.

Since it is not the purpose of ISO to impose a totally new way of managing your organization, the next step is to look at what you are doing now. This does not necessarily mean you have to change your organization s activities or introduce new paperwork.

You should look at what is already being done and what documentation already exists. In many cases, only minor modifications will be required to align a current practice to satisfy the requirements of the version of the standard. You will need to see which requirements of the standard your organization is already meeting and also those it is not yet meeting. An approach which might prove helpful is given in Annex A.

This provides a brief outline of how to proceed. What s next?

New Edition of ISO 9001 for Small Businesses

Do you need more information? Going ahead After discussions with some of these sources, you should have some idea of what needs to be done to put a quality management system in place and what benefits your organization and your customers can expect.

The important decision you have to make is whether or not to go ahead. If the decision is yes, the next question is, How much can I do myself? If you feel you are going to need assistance, the items in the bullets above can be used to identify possible sources and associated costs. You will need to establish what personnel and time resources you have available since these will determine how much assistance you are going to need.

There are many sources of assistance available, such as training courses, seminars and software packages. The key issue that you need to recognize in using external assistance is that it is your organization s approach and your quality management system that should be developed.

Be wary of generic solutions that cannot be adequately adapted to your organization, whether these are offered in a software package or by a consultant. You need to remember the two main causes which lead to failure in quality management systems development as in many other projects Management does not get involved insufficient will, time or means Your people do not actively participate insufficient communication, motivation. Do it yourself The section entitled Guidance on what the standard means will prove helpful here.

You can use this section to identify what the standard requires and how these requirements relate to what your organization actually does. This comparison should identify the areas where you need to further develop your quality management system.

Probably, many of the requirements are already being met or perhaps partially met. Sole traders or small partnerships may find that if they write down the things they do in running the organization, including the ones not commonly thought about, the significance of the requirements of the various clauses becomes more relevant.

For example, when placing job advertisements for personnel, you are, in a sense, writing a job description. When placing an order with one of your suppliers, you already have some idea of that supplier s capability to supply what you ordered.

When you write down an instruction on how you want something done, you are creating what might be a process control document, a quality plan or a check list. Having determined how the requirements of the standard apply to your organization, the next step is to look at your activities and record what is actually being done. Details on how to document your quality management system are given under Clause 4. It is important to realize that there should be no reason for you to substantially change the way your organization is run.

The standard sets out what needs to be done, but you have to decide how you are going to implement it. Changes that you make should result in an improvement for your organization. The consultant could be hired for some or all of the following activities Preliminary status survey or assessment Training Implementation Internal audits. The selection of the consultant is an important step and should be carried out with rigorous scrutiny of qualifications, credentials, quality management specific knowledge, experience and references.

Other considerations, such as compatibility, might also be appropriate. It is important to have a clear and common understanding of the following, before the consultancy starts The scope of the consultancy, including deliverables The roles and responsibilities of the consultant and the organization Milestones and timetable Resources Any specific and additional expectations Agreement on confidentiality Impartiality the consultant does not have biases towards external parties, such as certification bodies.

You and your managers should frequently liaise with the consultant to review progress and other relevant matters, and initiate appropriate correction steps. Effective use of a consultant requires two-way communication between the consultant and yourself. The consultant should work with the various individuals in your organization to ensure that the necessary documentation is in place to meet both the requirements of ISO and your organization.

The consultant should be able to provide input and guidance to ensure that documentation is simple, easily understood, and that it contributes to helping you and your people perform tasks more effectively.

The consultant should also be able to ensure that the requirements, as written, are feasible and do not conflict with laws or industry related regulations. The documentation should not create unnecessary paperwork. Since organizations are different in many ways, you are advised to be careful not to accept any offers of a ready-made quality management system.

The use of a consultant does not remove your responsibility for establishing and implementing the quality management system. Therefore, it is in your own interest that you and your managers are actively involved with the consultant throughout the entire period of consultancy. When your personnel are actively involved with the development, documentation and implementation of the quality management system, they should develop a sense of ownership i.

It can be difficult to inspire ownership of a quality management system developed by a consultant working in isolation.

Remember, after completion of the consultancy assignment, you will be the one to manage the system on an ongoing basis. Certification may be regarded as the formal recognition by others of your quality management system.

In some countries, certified quality management systems are considered to be registered and the term registration is used instead of certification.

For the sake of brevity, the terms certification and certified are used in this section. Your decision regarding certification might also be influenced by your competitors, or by statutory, or regulatory requirements. If your organization intends to be certified to ISO , all applicable requirements, as defined in the standard, need to be fully implemented.They facilitate trade, spread knowledge, disseminate innovative advances in technology, and share good management and conformity assessment practices.

H There are no differences in motivation for certification for companies of different size. Rawahi and Bashir concluded that the companies achieved large improvements in the quality awareness, customer satisfaction, clarity of work procedures and documentation systems. This comparison should identify the areas where you need to further develop your quality management system. Thinking about employing someone to do bookkeeping?

vichetarans.tk

We really enjoy working with their friendly approachable and accessible team, who make everything very clear for us. For it to be viable, you have to be able to achieve a return for your time and effort, through improvements in your organization s processes and marketability of your products and services.

Brief outline Annex C Quality management principles Quality management principles Bibliography Other useful references About this handbook This handbook gives guidance to small organizations on developing and implementing a quality management system, based on ISO , Quality management systems Requirements.