ISO 9000 Wikipedia

ISO 9000 - Wikipedia, the free encyclopedia
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ISO 9000
From Wikipedia, the free encyclopedia
The ISO 9000 family of standards relate to quality management systems and are designed to help organizations ensure they meet the needs of customers and other stakeholders (Poksinska et al, 2002 [1] ). The standards are published by ISO, the International Organization for Standardization and available through National standards bodies. ISO 9000 deals with the fundamentals of quality management systems (Tsim et al, 2002 [2] ), including the eight management principles (Beattie and Sohal, 1999 [3] ; Tsim et al, 2002 [4]) on which the family of standards is based. ISO 9001 deals with the requirements that organizations wishing to meet the standard have to meet. Independent confirmation that organizations meet the requirements of ISO 9001 may be obtained from third party certification bodies. Over a million organizations worldwide [5] are independently certified making ISO 9001 one of the most widely used management tools in the world today.
Contents
1 Reasons for use 2 Background 3 Global adoption 4 Contents of ISO 9001 4.1 Summary of ISO 9001:2008 in informal language 4.2 1987 version 4.3 1994 version 4.4 2000 version 4.5 Certification 5 Auditing 6 Industry-specific interpretations 7 Effectiveness 7.1 Advantages 7.2 Problems 7.3 Summary 8 See also 9 References 10 Further reading 11 See also 12 External links
Reasons for use

The global adoption of ISO 9001 may be attributable to a number of factors. A number of major purchasers require their suppliers to hold ISO 9001 certification. In addition to several stakeholders benefits, a number of studies have identified significant financial benefits for organizations certified to ISO 9001. Corbett et al (2005) [6] showed that certified organizations achieved superior return on assets [7] compared to otherwise similar organizations without certification. Heras et al (2002) [8] found similarly superior performance [9] and demonstrated that this was statistically significant and not a function of organization size. Naveh and Marcus (2007) [10] showed that implementing ISO 9001 led to superior operational performance [11] . Sharma (2005) [12] identified similar
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improvements in operating performance and linked this to superior financial performance. ChowChua et al (2002) [13] showed better overall financial performance was achieved for companies in Denmark. Rajan and Tamimi (2003) [14] showed that ISO 9001 certification resulted in superior stock market performance [15] and suggested that shareholders were richly rewarded [16] for the investment in an ISO 9001 system. While the connection between superior financial performance and ISO 9001 may be seen from the above, there remains no proof of direct causation, though longitudinal studies, such as those of Corbett et al (2005) [17] may suggest it. Other writers such as Heras et al (2002) [18] have suggested that while there is some evidence of this, the improvement is partly driven by the fact that there is a tendency for better performing companies to seek ISO 9001 certification. The mechanism for improving results has also been the subject of much research. Lo et al (2007) [19] identified operational improvements (cycle time reduction, inventory reductions, etc.) as following from certification. Buttle (1997) [20] and Santos (2002) [21] both indicated internal process improvements in organizations leading to externally observable improvements. Hendricks and Singhal (2001) [22] results indicate that firms outperform their control group during the post implementation period and effective implementation of total quality management principles and philosophies leads to significant wealth creation. The benefit of increased international trade and domestic market share, in addition to the internal benefits such as customer satisfaction, interdepartmental communications, work processes, and customer/supplier partnerships derived, far exceeds any and all initial investment according to Alcorn [23].
Background
ISO 9001 was first published in 1987 [24]. It was largely based on the previous standard BS 5750 that was developed by BSI Group [25]. BSI has been certifying organizations for their quality management systems since 1978. Its first certification [26] (FM 00001) is still extant and held by the Tarmac company, a successor to the original company which held this certificate. Today BSI claims to certify organizations at nearly 70,000 sites globally[27]. The development of the ISO 9000 series is shown in the diagram to the right.
With permission of BSI Group
Global adoption
The growth in ISO 9001 certification is shown in the table below. The worldwide total of ISO 9001 certificates can be found in the ISO Survey of 9001 in 2003, 2007, 2008 and 2009. Worldwide total of ISO 9001:2000/2008 certificates Dec Dec Dec Dec Dec Dec 2002 2003 2004 2005 2006 2007
Dec 2000
Dec 2001
Dec 2008
Dec 2009
457834 510349 561767 497919 660132 773867 896929 951486 982832 1064785 Source: ISO Survey 2009 In recent years there has been a rapid growth in China which now accounts for approximately a
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quarter of the global certifications. Top 10 countries for ISO 9001 certificates - 2009 Rank Country No. of certificates 1 2 3 4 5 6 7 8 9 10 Source: ISO Survey 2009 China Italy Japan Spain Russian Federation Germany United Kingdom India USA Korea, Republic of 257076 130066 68484 59576 53152 47156 41193 37493 28935 23400
Contents of ISO 9001

ISO 9001:2008 Quality management systems Requirements is a document of approximately 30 pages which is available from the national standards organization in each country. Outline contents are as follows:. Page iv: Foreword Pages v to vii: Section 0 Intro Pages 1 to 14: Requirements Section 1: Scope Section 2: Normative Reference Section 3: Terms and definitions (specific to ISO 9001, not specified in ISO 9000) Pages 2 to 14 132 1 ISO 9001 certification of a fish Section 4: Quality Management System wholesaler in Tsukiji Section 5: Management Responsibility Section 6: Resource Management Section 7: Product Realization Section 8: Measurement, analysis and improvement In effect, users need to address all sections 1 to 8, but only 4 to 8 need implementing within a QMS. Pages 15 to 22: Tables of Correspondence between ISO 9001 and other standards Page 23: Bibliography The standard specifies six compulsory documents: Control of Documents (4.2.3) Control of Records (4.2.4) Internal Audits (8.2.2) Control of Nonconforming Product / Service (8.3)
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Corrective Action (8.5.2) Preventive Action (8.5.3) In addition to these, ISO 9001:2008 requires a Quality Policy and Quality Manual (which may or may not include the above documents).
Summary of ISO 9001:2008 in informal language

The quality policy is a formal statement from management, closely linked to the business and marketing plan and to customer needs. The quality policy is understood and followed at all levels and by all employees. Each employee needs measurable objectives to work towards. Decisions about the quality system are made based on recorded data and the system is regularly audited and evaluated for conformance and effectiveness. Records should show how and where raw materials and products were processed, to allow products and problems to be traced to the source. You need to determine customer requirements and create systems for communicating with customers about product information, inquiries, contracts, orders, feedback and complaints. When developing new products, you need to plan the stages of development, with appropriate testing at each stage. You need to test and document whether the product meets design requirements, regulatory requirements and user needs. You need to regularly review performance through internal audits and meetings. Determine whether the quality system is working and what improvements can be made. Deal with past problems and potential problems. Keep records of these activities and the resulting decisions, and monitor their effectiveness (note: you need a documented procedure for internal audits). You need documented procedures for dealing with actual and potential nonconformances (problems involving suppliers or customers, or internal problems). Make sure no one uses bad product, determine what to do with bad product, deal with the root cause of the problem seeking and keep records to use as a tool to improve the system.
1987 version
ISO 9000:1987 had the same structure as the UK Standard BS 5750, with three 'models' for quality management systems, the selection of which was based on the scope of activities of the organization: ISO 9001:1987 Model for quality assurance in design, development, production, installation, and servicing was for companies and organizations whose activities included the creation of new products. ISO 9002:1987 Model for quality assurance in production, installation, and servicing had basically the same material as ISO 9001 but without covering the creation of new products. ISO 9003:1987 Model for quality assurance in final inspection and test covered only the final inspection of finished product, with no concern for how the product was produced. ISO 9000:1987 was also influenced by existing U.S. and other Defense Standards ("MIL SPECS"), and so was well-suited to manufacturing. The emphasis tended to be placed on conformance with procedures rather than the overall process of managementwhich was likely the actual intent.
[citation needed]
1994 version
ISO 9000:1994 emphasized quality assurance via preventive actions, instead of just checking final product, and continued to require evidence of compliance with documented procedures. As with the first edition, the down-side was that companies tended to implement its requirements by creating shelf-loads of procedure manuals, and becoming burdened with an ISO bureaucracy. In some
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companies, adapting and improving processes could actually be impeded by the quality system.
[citation needed]
2000 version
ISO 9001:2000 combines the three standards 9001, 9002, and 9003 into one, called 9001. Design and development procedures are required only if a company does in fact engage in the creation of new products. The 2000 version sought to make a radical change in thinking by actually placing the concept of process management front and center ("Process management" was the monitoring and optimizing of a company's tasks and activities, instead of just inspecting the final product). The 2000 version also demands involvement by upper executives, in order to integrate quality into the business system and avoid delegation of quality functions to junior administrators. Another goal is to improve effectiveness via process performance metrics numerical measurement of the effectiveness of tasks and activities. Expectations of continual process improvement and tracking customer satisfaction were made explicit. The ISO 9000 standard is continually being revised by standing technical committees and advisory groups, who receive feedback from those professionals who are implementing the standard.[1] ISO 9001:2008 only introduces clarifications to the existing requirements of ISO 9001:2000 and some changes intended to improve consistency with ISO 14001:2004. There are no new requirements. Explanation of changes in ISO 9001:2008. A quality management system being upgraded just needs to be checked to see if it is following the clarifications introduced in the amended version.
Certification
ISO does not itself certify organizations. Many countries have formed accreditation bodies to authorize certification bodies, which audit organizations applying for ISO 9001 compliance certification. Although commonly referred to as ISO 9000:2000 certification, the actual standard to which an organization's quality management can be certified is ISO 9001:2008. Both the accreditation bodies and the certification bodies charge fees for their services. The various accreditation bodies have mutual agreements with each other to ensure that certificates issued by one of the Accredited Certification Bodies (CB) are accepted worldwide. The applying organization is assessed based on an extensive sample of its sites, functions, products, services and processes; a list of problems ("action requests" or "non-compliance") is made known to the management. If there are no major problems on this list, or after it receives a satisfactory improvement plan from the management showing how any problems will be resolved, the certification body will issue an ISO 9001 certificate for each geographical site it has visited. An ISO certificate is not a once-and-for-all award, but must be renewed at regular intervals recommended by the certification body, usually around three years. There are no grades of competence within ISO 9001: either a company is certified (meaning that it is committed to the method and model of quality management described in the standard), or it is not. In this respect, it contrasts with measurement-based quality systems such as the Capability Maturity Model.
Auditing
Two types of auditing are required to become registered to the standard: auditing by an external certification body (external audit) and audits by internal staff trained for this process (internal
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audits). The aim is a continual process of review and assessment, to verify that the system is working as it's supposed to, find out where it can improve and to correct or prevent problems identified. It is considered healthier for internal auditors to audit outside their usual management line, so as to bring a degree of independence to their judgments. Under the 1994 standard, the auditing process could be adequately addressed by performing "compliance auditing": Tell me what you do (describe the business process) Show me where it says that (reference the procedure manuals) Prove that this is what happened (exhibit evidence in documented records) The 2000 standard uses a different approach. Auditors are expected to go beyond mere auditing for rote "compliance" by focusing on risk, status and importance. This means they are expected to make more judgments on what is effective, rather than merely adhering to what is formally prescribed. The difference from the previous standard can be explained thus: Under the 1994 version, the question was broadly "Are you doing what the manual says you should be doing?", whereas under the 2000 version, the question is more "Will this process help you achieve your stated objectives? Is it a good process or is there a way to do it better?"
Industry-specific interpretations
The ISO 9001 standard is generalized and abstract. Its parts must be carefully interpreted, to make sense within a particular organization. Developing software is not like making cheese or offering counseling services; yet the ISO 9001 guidelines, because they are business, management guidelines can be applied to each of these. Diverse organizationspolice departments (US), professional soccer teams (Mexico) and city councils (UK)have successfully implemented ISO 9001:2000 systems. Over time, various industry sectors have wanted to standardize their interpretations of the guidelines within their own marketplace. This is partly to ensure that their versions of ISO 9000 have their specific requirements, but also to try and ensure that more appropriately trained and experienced auditors are sent to assess them. The TickIT guidelines are an interpretation of ISO 9000 produced by the UK Board of Trade to suit the processes of the information technology industry, especially software development. AS9000 is the Aerospace Basic Quality System Standard, an interpretation developed by major aerospace manufacturers. Those major manufacturers include AlliedSignal, Allison Engine, Boeing, General Electric Aircraft Engines, Lockheed-Martin, McDonnell Douglas, Northrop Grumman, Pratt & Whitney, Rockwell-Collins, Sikorsky Aircraft, and Sundstrand. The current version is AS9100. PS 9000 is an application of the standard for Pharmaceutical Packaging Materials. The Pharmaceutical Quality Group (PQG) of the Institute of Quality Assurance (IQA) has developed PS 9000:2001. It aims to provide a widely accepted baseline GMP framework of best practice within the pharmaceutical packaging supply industry. It applies ISO 9001: 2000 to pharmaceutical printed and contact packaging materials. QS 9000 is an interpretation agreed upon by major automotive manufacturers (GM, Ford, Chrysler). It includes techniques such as FMEA and APQP. QS 9000 is now replaced by ISO/TS 16949. ISO/TS 16949:2009 is an interpretation agreed upon by major automotive manufacturers (American and European manufacturers); the latest version is based on ISO 9001:2008. The emphasis on a process approach is stronger than in ISO 9001:2008. ISO/TS 16949:2009 contains the full text of ISO 9001:2008 and automotive industry-specific requirements.
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TL 9000 is the Telecom Quality Management and Measurement System Standard, an interpretation developed by the telecom consortium, QuEST Forum. The current version is 4.0 and unlike ISO 9001 or the above sector standards, TL 9000 includes standardized product measurements that can be benchmarked. In 1998 QuEST Forum developed the TL 9000 Quality Management System to meet the supply chain quality requirements of the worldwide telecommunications industry. ISO 13485:2003 is the medical industry's equivalent of ISO 9001:2000. Whereas the standards it replaces were interpretations of how to apply ISO 9001 and ISO 9002 to medical devices, ISO 13485:2003 is a stand-alone standard. Compliance with ISO 13485 does not necessarily mean compliance with ISO 9001:2000. ISO/IEC 90003:2004 provides guidelines for the application of ISO 9001:2000 to computer software. ISO/TS 29001 is quality management system requirements for the design, development, production, installation and service of products for the petroleum, petrochemical and natural gas industries. It is equivalent to API Spec Q1 without the Monogram annex.
Effectiveness
The debate on the effectiveness of ISO 9000 commonly centers on the following questions: 1. Are the quality principles in ISO 9001:2000 of value? (Note that the version date is important: in the 2000 version ISO attempted to address many concerns and criticisms of ISO 9000:1994). 2. Does it help to implement an ISO 9001:2000 compliant quality management system? 3. Does it help to obtain ISO 9001:2000 certification? Effectiveness of the ISO system being implemented depends on a number of factors, the most significant of which are: 1. Commitment of Senior Management to monitor, control, and improve quality. Organizations that implement an ISO system without this desire and commitment, often take the cheapest road to get a certificate on the wall and ignore problem areas uncovered in the audits. 2. How well the ISO system integrates into their business practices. Many organizations that implement ISO try to make their system fit into a cookie-cutter quality manual rather than create a manual that documents existing practices and only adds new processes to meet the ISO standard when necessary. 3. How well the ISO system focuses on improving the customer experience. The broadest definition of quality is "Whatever the customer perceives good quality to be". This means that you don't necessarily have to make a product that never fails, some customers will have a higher tolerance for product failures if they always receive shipments on-time, or some other dimension of customer service. Your ISO system should take into account all areas of the customer experience, the industry expectations, and seek to improve them on a continual basis. This means taking into account all processes that deal with the three stakeholders (your customers, your suppliers, and your organization), only then will you be able to sustain improvements in your customer experience. 4. How well the auditor finds and communicates areas of improvement. While ISO auditors may not provide consulting to the clients they audit, there is the potential for auditors to point out areas of improvement. Many auditors simply rely on submitting reports that indicate compliance or non-compliance with the appropriate section of the standard, however, to most executives, this is like speaking a foreign language. Auditors that can clearly identify and communicate areas of improvement in language and terms executive management understands allows the companies they audit to act on improvement initiatives. When management doesn't understand why they were non-compliant and the business implications, they simply ignore the reports and focus on what they do understand.
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Advantages
It is widely acknowledged that proper quality management improves business, often having a positive effect on investment, market share, sales growth, sales margins, competitive advantage, and avoidance of litigation.The quality principles in ISO 9000:2000 are also sound, according to Wade and also to Barnes, who says that "ISO 9000 guidelines provide a comprehensive model for quality management systems that can make any company competitive implementing ISO often gives the following advantages: 1. 2. 3. 4. 5. 6. 7. 8. Create a more efficient, effective operation Increase customer satisfaction and retention Reduce audits Enhance marketing Improve employee motivation, awareness, and morale Promote international trade Increases profit Reduce waste and increases productivity.
Problems
A common criticism of ISO 9001 is the amount of money, time and paperwork required for registration.[28] According to Barnes, "Opponents claim that it is only for documentation. Proponents believe that if a company has documented its quality systems, then most of the paperwork has already been completed."[29] ISO 9001 is not in any way an indication that products produced using its certified systems are any good. A company can intend to produce a poor quality product and providing it does so consistently and with the proper documentation can put an ISO 9001 stamp on it. According to Seddon, ISO 9001 promotes specification, control, and procedures rather than understanding and improvement.[30][31] Wade argues that ISO 9000 is effective as a guideline, but that promoting it as a standard "helps to mislead companies into thinking that certification means better quality, ... [undermining] the need for an organization to set its own quality standards." [32] Paraphrased, Wade's argument is that reliance on the specifications of ISO 9001 does not guarantee a successful quality system. While internationally recognized, most US consumers are not aware of ISO 9000 and it holds no relevance to them. The added cost to certify and then maintain certification may not be justified if product end users do not require ISO 9000. The cost can actually put a company at a competitive disadvantage when competing against a non ISO 9000 certified company. The standard is seen as especially prone to failure when a company is interested in certification before quality.[30] Certifications are in fact often based on customer contractual requirements rather than a desire to actually improve quality.[29][33] "If you just want the certificate on the wall, chances are, you will create a paper system that doesn't have much to do with the way you actually run your business," said ISO's Roger Frost.[33] Certification by an independent auditor is often seen as the problem area, and according to Barnes, "has become a vehicle to increase consulting services." [29] In fact, ISO itself advises that ISO 9001 can be implemented without certification, simply for the quality benefits that can be achieved.[34] Another problem reported is the competition among the numerous certifying bodies, leading to a softer approach to the defects noticed in the operation of the Quality System of a firm. Abrahamson[35] argued that fashionable management discourse such as Quality Circles tends to
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follow a lifecycle in the form of a bell curve, possibly indicating a management fad.
Summary
A good overview for effective use of ISO 9000 is provided by Barnes: "Good business judgment is needed to determine its proper role for a company. Is certification itself important to the marketing plans of the company? If not, do not rush to certification. Even without certification, companies should utilize the ISO 9000 model as a benchmark to assess the adequacy of its quality programs."
See also
Conformity assessmentContaining ISO published standards ISO 10006Quality managementGuidelines to quality management in projects ISO 14001Environmental management standards ISO 19011Guidelines for quality management systems auditing and environmental management systems auditing ISO/TS 16949Quality management system requirements for automotive-related products suppliers ISO/IEC 27001Information security management AS 9100 - aerospace industry implementation of ISO 9000/1 List of ISO standards Quality management system Test management Verification and Validation
References
1. ^ Poksinska, B.; Kahlgaard, J.J.; Antoni, M. (2002), "The state of ISO 9000 certification: A study of Swedish organisations", The TQM Magazine 14 (5), https://www.emeraldinsight.com/journals.htm? articleid=842040&show=abstract, retrieved 2010-11-22 2. ^ Tsim, Y.C.; Yeung, V. W. S.; Leung, E. T. C. (2002), "An adaptation to ISO 9001: 2000 for certified organisations", Managerial Auditing Journal 17 (5), https://www.emeraldinsight.com/journals.htm? articleid=868561&show=abstract, retrieved 2010-11-22 3. ^ Beattie, K.R.; Sohal, A.S. (1999), "Implementing ISO 9000: A study of its benefits among Australian organizations", Total Quality Management 10 (1): 95106, https://www.informaworld.com/smpp/content~db=all~content=a713600335, retrieved 2010-11-22 4. ^ Tsim, Y.C.; Yeung, V. W. S.; Leung, E. T. C. (2002), "An adaptation to ISO 9001: 2000 for certified organisations", Managerial Auditing Journal 17 (5), https://www.emeraldinsight.com/journals.htm? articleid=868561&show=abstract, retrieved 2010-11-22 5. ^ https://www.iso.org/iso/pressrelease.htm?refid=Ref1363 ISO Press Release, 25 October 2010] 6. ^ Corbett, C.J.; Montes-sancho, M.J.; Kirsch, D.A. (2005), "The financial impact of ISO 9000 certification in the United States: An empirical analysis", Management Science 51 (7): 10461059, https://personal.anderson.ucla.edu/charles.corbett/papers/does_iso_9000_pay.pdf, retrieved 2010-11-22 7. ^ https://www.bsi-emea.com/Quality/CaseStudies/Interstate.pdf Interstate ISO 9000 Case Study] 8. ^ Heras, I.; Dick, G.P. M.; Casadesus, M. (2002), "ISO 9000 registration's impact on sales and profitability - A longitudinal analysis of performance before and after accreditation", International Journal of Quality and Reliability Management 19 (6): 774791, https://eps.udg.es/oe/webmarti/p774.pdf, retrieved 2010-11-22 9. ^ https://www.bsi-emea.com/Quality/CaseStudies/Hardies.pdf Hardies ISO 9000 Case Study ] 10. ^ Naveh, E.; Marcus, A. (2007), "Financial performance, ISO 9000 standard and safe driving practices effects on accident rate in the U.S. motor carrier industry", Accident Analysis & Prevention 39 (4): 731 742, https://www.ncbi.nlm.nih.gov/pubmed/17166474, retrieved 2010-11-22 11. ^ https://www.bsi-emea.com/Quality/CaseStudies/DFDSTransport.pdf DFDS Transport ISO 9000 Case Study ] 12. ^ Sharma, D.S. (2005), "The association between ISO 9000 certification and financial performance", The international Journal of Accounting 40: 151172, https://masp.bus.ku.ac.th/files/ISO%209000%20and%
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20performamce.pdf, retrieved 2010-11-22 13. ^ Chow-chua, C.; Goh, M.; Wan, T.B. (2002), "Does ISO 9000 certification improve business performance?", The International Journal of Quality & Reliability Management 20 (8): 936953, https://www.emeraldinsight.com/journals.htm?articleid=840633&show=abstract, retrieved 2010-11-22 14. ^ Rajan, M.; Tamimi, N. (2003), "Payoff to ISO 9000 registration", Journal of Investing 12 (1), https://www.iijournals.com/doi/abs/10.3905/joi.2003.319536, retrieved 2010-11-22 15. ^ https://www.bsi-emea.com/Quality/CaseStudies/Accenture.pdf Accenture ISO 9000 Case Study ] 16. ^ https://www.bsi-emea.com/Quality/CaseStudies/BritishGas.pdf British Gas ISO 9000 Case Study ] 17. ^ Corbett, C.J.; Montes-sancho, M.J.; Kirsch, D.A. (2005), "The financial impact of ISO 9000 certification in the United States: An empirical analysis", Management Science 51 (7): 10461059, https://personal.anderson.ucla.edu/charles.corbett/papers/does_iso_9000_pay.pdf, retrieved 2010-11-22 18. ^ Heras, I.; Dick, G.P. M.; Casadesus, M. (2002), "ISO 9000 registration's impact on sales and profitability - A longitudinal analysis of performance before and after accreditation", International Journal of Quality and Reliability Management 19 (6): 774791, https://eps.udg.es/oe/webmarti/p774.pdf, retrieved 2010-11-22 19. ^ Lo, Chris K.Y.; Yeung, Andy C.L.; Cheng, T.C. Edwin (2007), "Impact of ISO 9000 on time-based performance: An event study", World Academy of Science, Engineering and Technology 30 (7): 3540, https://www.waset.org/journals/waset/v30/v30-7.pdf, retrieved 2010-11-22 20. ^ Buttle, F. (1997), "ISO 9000: marketing motivations and benefits", International Journal of Quality & Reliability Management 14 (9): 936947, https://www.emeraldinsight.com/journals.htm? articleid=1502750&show=abstract, retrieved 2010-11-22 21. ^ Santos, L. (2002), "Benefits of the ISO 9000:1994 system: Some consideration to reinforce competitive advantage", International Journal of Quality & Reliability Management 19 (3): 321344, https://www.emeraldinsight.com/journals.htm?articleid=840553&show=abstract, retrieved 2010-11-22 22. ^ Hendreicks, K.B.; Singhal, V.R. (2001), "The long-run stock price performance of firms with effective TQM programs", Management Science 47 (3): 359368, https://www.jstor.org/pss/2661504, retrieved 2010-11-22 23. ^ Alcorn, J. E. (1995), "Benefits of ISO 9000 Certification", Ceramic Engineering and Science Proceedings 16 (2): 1518, https://md1.csa.com/partners/viewrecord.php? requester=gs&collection=TRD&recid=WCA103967WC&q=Benefits+of+ISO+9000+Certification&uid= 788436682&setcookie=yes, retrieved 2010-11-18 24. ^ https://www.bsieducation.org/Education/about/brief-history.shtml History of the BSI Group 25. ^ https://www.bsigroup.com/en/About-BSI/News-Room/BSI-Fast-Facts2/ Fast Facts About BSI Group 26. ^ Tarmac Certificate of Registration 27. ^ https://www.bsigroup.com/en/About-BSI/About-BSI-Group/ More About BSI Group 28. ^ "So many standards to follow, so little payoff". Stephanie Clifford. Inc Magazine, May 2005. 29. ^ a b c "Good Business Sense Is the Key to Confronting ISO 9000" Frank Barnes in Review of Business, Spring 2000. 30. ^ a b "The 'quality' you can't feel", John Seddon, The Observer, Sunday November 19, 2000 31. ^ "A Brief History of ISO 9000: Where did we go wrong?". John Seddon. Chapter one of "The Case Against ISO 9000", 2nd ed., Oak Tree Press. November 2000. ISBN 1-86076-173-9 32. ^ "Is ISO 9000 really a standard?" Jim Wade, ISO Management Systems MayJune 2002 33. ^ a b "ISO a GO-Go." Mark Henricks. Entrepreneur Magazine Dec 2001. 34. ^ The ISO Survey 2005 (abridged version, PDF, 3 MB), ISO, 2005 35. ^ Abrahamson, E. (1996). "Managerial fashion." Academy of Management Review. 21(1):254-285.
Further reading
Bamford, Robert; Deibler, William (2003). ISO 9001: 2000 for Software and Systems Providers: An Engineering Approach (1st ed.). CRC-Press. ISBN 0849320631, ISBN 9780849320637 Naveh. E., Marcus, A. (2004). "When does ISO 9000 Quality Assurance standard lead to performance improvement?", IEEE Transactions on Engineering Management, 51(3), 352 363. https://www.iso.org/iso/survey2007.pdf - An abstract of the 2007's ISO survey of certificates https://www.iso.org/iso/survey2008.pdf - An abstract of the 2008's ISO survey of certificates
See also
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International Organization for Standardization
External links
ISO 9000 at the Open Directory Project Introduction to ISO 9000 and ISO 14000 International Organization for Standardization ISO's Technical Committee 176 on Quality Management and Quality Assurance Technical Committee No. 176, Sub-committee No. 2, which is responsible for developing ISO 9000 standards. Basic info on ISO 9000 development ISO 9000 FAQs Retrieved from "https://en.wikipedia.org/wiki/ISO_9000" Categories: ISO standards | Quality management This page was last modified on 4 February 2011 at 14:26. Text is available under the Creative Commons Attribution-ShareAlike License; additional terms may apply. See Terms of Use for details. Wikipedia is a registered trademark of the Wikimedia Foundation, Inc., a non-profit organization.
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