Therefore, lessons learned can significantly minimize efforts to improve your projects, processes, products and services. The practices identified in this empirical research can serve as benchmarking to assist quality managers from other companies in QMS certification based on ISO 9001: 2015 or even those not certified but interested in updating their QMSs. These lessons can and should be used by other organizations to improve their QMSs.
The main finding of the research is the systematization of a set of lessons learned in the experiences of implementing the six significant advances of ISO 9001 concerning the previous version by industrial companies in the State of São Paulo in Brazil. Thus, QMS of other organizations can incorporate identified lessons learned, whether certified or not. This article aims to investigate the strategies of industrial companies adopted for ISO-9001:2015 certification in light of the six major advances concerning the previous version. The companies were selected based on the following criteria: operating in the industrial sector, updating their quality management system (QMS) process to ISO 9001: 2015 and agreeing to participate in this study. The research used interviews, document analysis and on-site visits to collect and analyze data. This study used a qualitative approach on five case studies in Brazilian industrial companies. Originality/value: This article offers a global perspective of the current state in the use of ISO 9001 and Organizational Excellence Models by Small and Medium Sized Enterprises (SME's). It is particularly noticed that there is a considerable gap between Small and Medium Enterprises and Large Enterprises in the usage of Business Excellence frameworks. The available data suggests that Small and Medium Enterprises seem to follow these trends. Findings: The findings suggest that while the number of ISO 9001 certified companies has increased over the years, the number of organizations accessing Business Excellence frameworks have been decreasing. This research incorporates data since the beginning of the 90's from the last century and allows us to comprehend how these models and management systems have evolved and if there is any correlation between the adoption of each one of them-evaluation of interdependencies. The main concepts of Quality Management and its practices in Small and Medium Enterprises were reviewed from the literature in order to understand the key practices in these organizations, and a data analysis on their use was performed.ĭesign/methodology/approach: Analysis was performed by consulting and understanding the evolution of Organizational Excellence Models and Quality Management Systems. Purpose: The purpose of this paper is to understand the current state of quality management practices in Small and Medium Enterprises. Using these data, researchers can further their knowledge and acknowledge drawbacks.
Pursue ISO 9001 certification and needing assistance in preparing for certification. Of SMEs and provide useful insight to managers and company owners wishing to This study may enhance existing knowledge
In the four companies examined differed somewhat, and they were not perceived inĮach company with the same intensity. Onto other drawbacks that are rarely discussed. Time and resources and reaction from employees. The most commonlyĬited of these were bureaucracy, lack of guidance by top management, demands on Theįindings showed that, although they successfully implemented ISO 9001, certifiedĬompanies in the F&B industry faced a number of obstacles. In-depth interviews with top and middle managers from these companies. Perceived the ISO 9001 certification process. Qualitative approach, appraising case studies to investigate in depth how companies SMEs in the Greek food and beverage (F&B) industry. This paper explores the obstacles to ISO 9001 certification for Remains a clear need for empirical research, particularly for small-to-mediumĮnterprises (SMEs). Several studies have analysed obstacles to ISO 9001 certification, however there
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