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An adaptation to ISO 9001:2000 for certified organisations

An adaptation to ISO 9001:2000 for certified organisations On 15 December 2000, the International Organisation for Standardisation published a new series of ISO 9000 standards. There are significant changes in this third edition standard. Several specific surveys and analysis revealed the key concerned areas of the certified companies and the significant changes in the new standard are on the key system areas. Develops a new model explicatory to assist those certified organisations to link their concerned areas with that of the new standard. In this model, management activity is the key element. The information can be used in the analysis to determine the areas for continual improvement. Reveals that top management are still weak in the adoption of quality management systems, establishment and implementation of the quality policy and objectives. Recommends use of SMART approach. At the same time, certified organisations spend a lot of effort for the compliance with the process approach management. Discusses the benefits of using process approach management. Besides the plan-do-check-act approach in continuous improvement, introduces the Xerox Management Model. Finally, introduces the consideration of improving quality management systems in areas of effectiveness, efficiency, productivity, flexibility and adaptability, rather than product. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Managerial Auditing Journal Emerald Publishing

An adaptation to ISO 9001:2000 for certified organisations

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0268-6902
DOI
10.1108/02686900210429669
Publisher site
See Article on Publisher Site

Abstract

On 15 December 2000, the International Organisation for Standardisation published a new series of ISO 9000 standards. There are significant changes in this third edition standard. Several specific surveys and analysis revealed the key concerned areas of the certified companies and the significant changes in the new standard are on the key system areas. Develops a new model explicatory to assist those certified organisations to link their concerned areas with that of the new standard. In this model, management activity is the key element. The information can be used in the analysis to determine the areas for continual improvement. Reveals that top management are still weak in the adoption of quality management systems, establishment and implementation of the quality policy and objectives. Recommends use of SMART approach. At the same time, certified organisations spend a lot of effort for the compliance with the process approach management. Discusses the benefits of using process approach management. Besides the plan-do-check-act approach in continuous improvement, introduces the Xerox Management Model. Finally, introduces the consideration of improving quality management systems in areas of effectiveness, efficiency, productivity, flexibility and adaptability, rather than product.

Journal

Managerial Auditing JournalEmerald Publishing

Published: Jul 1, 2002

Keywords: Kaizen; Customer satisfaction

References