ISO 9000 and the Small Company Term Paper

Download this Term Paper in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from Term Paper:

ISO 9000 and the Small Company

The ISO 9000 is a "generic management system standard," which is primarily concerned with quality management:

The ISO 9000 family of standards represents an international consensus on good management practices with the aim of ensuring that the organization can time and time again deliver the product or services that meet the client's quality requirements. These good practices have been distilled into a set of standardized requirements for a quality management system, regardless of what your organization does, its size, or whether it's in the private, or public sector." (ISO Web site)

Benefits: Any business across sectors, whether big or small in size, gains significantly by acquiring ISO certification. Since many countries have adopted the ISO 9000 series as a national standard, an ISO 9000 certified company improves its access to world markets. ISO 9000 certification also facilitates ease of trade since ISO standards serve as a quality assurance. On a local level, ISO 9000 certification reassures prospective customers about the quality of product manufactured and gives the ISO 9000 registered firm a competitive advantage. Implementing ISO 9000 standards leads to the firm enjoying several internal benefits as well, such as improvements in facility performance; product; employee productivity; reduced costs arising out of inefficiency; and scope for continuous improvement in quality (Standards Council of Canada Web site).

ISO has published a handbook for small businesses to dispel the myth that ISO 9000 is for big companies only. The handbook does not set change the requirements of the standards, and is intended only as an informative and comprehensive guide. In addition to basic explanations, it suggests first steps towards a quality system, whether to go it alone or use consultants, offers guidance in matters such as training and auditing, and gives a brief outline of the certification process. (ISO Web Site).

Management Role: Quality of product leading to customer satisfaction and success in business is the primary concern of top management. As such, the benefits from the ISO 9000 standards will accrue only if the top management is totally committed to its purpose, which means money, time and involvement. Small firms, with sales of less than $11 million, that have implemented ISO 9000 standards, report costs of $75,000 and an implementation time of 18 months (CIRAS Web site).

To start with, top management must play a pivotal role in defining the company's quality policy, which must meet ISO regulations, besides being relevant to the company's own field of business. Once the quality policy is in place, management has a continued role to play in conducting regular internal audits to ensure that standards are being met through adherence to defined processes and in order to evaluate policy impact with actual results (management effectiveness); results of statistical score-keeping tools; noted problems or defects (results of internal audits); customer complaints and resolutions; and the effectiveness of previous solutions in handling of non-conforming products (CIRAS Web site).

Development of Documentation: ISO 9001 requires a company to conform to 20 elements of the quality standard in design control, contract review and process control. Compliance is determined by an audit of the company's quality system against the standard by an independent auditing firm called a registrar. To achieve certification, a company must develop a documented quality system through a quality manual, procedures and work instructions that outline the way the company complies to the standard (CIRAS Web site).

A small manufacturing company would need to follow the ISO 9001 quality assurance model, since it outlines the requirements for business processes ranging from design and development, to production, installation and servicing. Of course, with the publishing of the new ISO 9001:2000, the standards as set out by the revised version will need to be taken into account.

The new version lays far more emphasis on continuous improvement, customer satisfaction, the importance of standards and processes being viewed as a business (not manufacturing) system and the need to harmonize ISO 14000 (environmental management) with ISO 9000. The new standard takes the process management approach of Plan-Do-Check-Act, which is widely followed in the business world. (Alamo Learning Systems Web site).

There are several key steps that must be taken prior to commencing work on the documentation required such as the creation of a core task force; communication of the importance of adhering to ISO 9000 standards across the company; assessment of current…[continue]

Cite This Term Paper:

"ISO 9000 And The Small Company" (2002, July 26) Retrieved December 11, 2016, from http://www.paperdue.com/essay/iso-9000-and-the-small-company-134925

"ISO 9000 And The Small Company" 26 July 2002. Web.11 December. 2016. <http://www.paperdue.com/essay/iso-9000-and-the-small-company-134925>

"ISO 9000 And The Small Company", 26 July 2002, Accessed.11 December. 2016, http://www.paperdue.com/essay/iso-9000-and-the-small-company-134925

Other Documents Pertaining To This Topic

  • ISO 9000 and ISO 14000

    09 30.42 Foreign Sales (a) 63 2.69 2.98 0.00 8.43 Size (b) 63 5.50 1.81 0 97 10.03 Table 3 Non-ISO Companies Variable N Mean SD Min Performance 63 2.15 2.52 -8.84 10.59 Profit 63 1.40 10.37 -29.81 15.22 Foreign Sales (a) 63 2.01 3.04 0.00 9.90 Size (b) 63 3.92 1.42 0.94 6.85 Note: * p < .001 ** p < .0001 a = square root of foreign sales as a percentage of total sales. b Natural logarithm of total assets ($ millions). A direct comparison of the performance indicators for the ISO-companies vs. The non-ISO companies is provided in Figure 1 below. Figure 1. Comparison of ISO 9000 registered companies and non-ISO 9000 registered companies Source: Based on data in Simmons and

  • ISO Standardized Quality Systems in

    So, there would be lesser availability of resources to help with environmental stewardship. Not only that, but there is no clear process in order to determine what to do as it pertains to this subject. Although the bulk of the standard allows for efficient communication and understanding with the company/organization, it has little clear instructions or details as it pertains to environmental stewardship, therefore limiting its use. IV. ISO 14000 A.

  • ISO the International Organization for

    " As it applies specifically to the ISO 9001:2008 which replaced the ISO9002: 1994, the ISO 9001 concerns itself with quality management. In fact it is a quality management system that establishes various requirements ("ISO 9001:2008"). In order to gain certification the organization must: 1. Demonstrate its capacity to consistently offer product that meets customer and applicable statutory and regulatory requirements ("ISO 9001:2008"). 2. Plan to improve customer satisfaction through the effective application

  • Organizational Behavior John Watson Company Overview Dynatronics

    Organizational Behavior John Watson Company Overview Dynatronics Corporation (formerly Dynatronics Laser Corporation) was started in 1979 with the initial intent of developing laser technology for use in medical procedures. Unable to acquire the necessary FDA approval required to market the technology the company turned to other areas within the medical rehabilitation market. Seeing an opening in the market for ultrasound electrotherapy technology the company soon found a distribution channel that could support the

  • IPO of the Company Spirit Airlines Inc

    IPO of the company 'Spirit Airlines, Inc.' Identify the company and its industry The industry chosen for the analysis is the aviation industry, particularly a niche called the 'The ultra low fare air carrier'. This is a peculiar type of niche that other airlines especially the giants cannot enter into. From the time of it's founding the company under analysis -- Spirit Airlines has followed the principle of operating at low

  • Dell Total Quality Management Questions

    These vary by the type of managers and leaders there are in a given company. At Dell, transformational leaders are prevalent given the approach Michael Dell takes of allowing risk-taking, greater autonomy and support for decentralized decision making throughout the company (Dell Investor Relations, 2013). Explain different supplier relationship practices you think will be an advantage to the company, providing examples. There are many different approaches Dell takes in creating and

  • Assessing an Integrated Management Framework

    Integrated Management Framework The notion of Operations Management (OM) resembles that of a tree with various branches attached to it; although each of the branches represents a separate icon, their roots are linked. Here, the various branches stand for Logistics, Purchasing, Supply Chain Management (SCM), Management Information Systems (MIS), Accounting, Engineering and Marketing. All have a different persona but play a significant role in the implementation of Operations Management and


Read Full Term Paper
Copyright 2016 . All Rights Reserved