ISO 9000 and Total
Quality: The
Relationship
MICHELLE PAMELA G. ANSAYAM
EDUCATION 364
DR. TERESITA H. BORRES
INSTRUCTOR
What is ISO?
The International Organization for Standardization (ISO) is a federation of the
national standards bodies of nations from around the world.
ISO is an international quality standards of goods and services.
It does not set any specifications for quality. Rather, it sets broad requirements for
the assurance of quality and for the management’s involvement.
Composition of ISO
ISO 9000:2000 – Quality Management Systems—Fundamental and Vocabulary
ISO 9001:2000 – Quality Management Systems—Requirements
ISO 9004:2000 – Quality Management Systems—Guidelines for Performance and
Improvements
ISO 9000
Itis about standardizing the approach organizations
everywhere take to managing and improving the processes
that ultimately result in their products and services.
Itestablishes the requirements for quality management
systems (QMS) that must be employed by all
organizations registered to the standards.
ISO 9000
Registered organizations enjoy:
Wider customer acceptance of products and services
Improved effectiveness and reliability of its processes
Improved quality of products and services
Improved organizational performance and competitiveness
ISO 9000
It was first released in 1987.
It has evolved through 2 revisions (1994,
2000).
The evolution has aligned it more closely
with the total quality management
philosophy.
Quality Management Principles of TQM
Customer Focus
Leadership
Involvement of People
Process Approach
System Approach to Management
Continual Improvement
Factual Approach to Decision Making
Mutually Beneficial Supplier Relationships
Registration Process
Develop (or upgrade) a quality manual that describes how the company
will assure the quality of its products or services.
Document procedures (or upgrade documentation) that describes how the
various processes for design, production, continual improvement, and so
forth, will be operated. This must include procedures for management
reviews and audits and the like.
The organizations must provide evidence of top management’s
commitment to the QMS and its continual improvement.
The organization’s top management must ensure that customer
requirements are determined and met.
Registration Process
The organization must hire an accredited registrar company to examine its
systems, processes, procedures, quality manual, and related items. If
everything is in order, registration will be granted. Otherwise, the registrar
will inform the company of which areas require work (but will not inform
the company specifically what must be done), and a second visit will be
scheduled.
Once registration is accomplished, the company will conduct its own
internal audits to ensure that the systems, processes, and procedures are
working as intended.
Also once registered, the outside registrar will make periodic audits or the
same purpose. These audits must be passed to retain registration.
Document included in the ISO 9000 QMS
A quality policy- this statement describes how the organization
approaches quality
The quality manual- it addresses each clause in the ISO 9001
standard that includes an organization chart, some devices,
illustrating management responsibility or operating the quality
system; quality procedures may be part of this manual, or they may
be referenced.
Quality objectives-goals sought or aimed for, related to quality,
based n the quality policy; quality objectives are assigned to the
relevant organizational functions and the levels, and are tracked by
the top management.
Document included in the ISO 9000 QMS
Quality procedures- these describe step by step what the
company does to meet the quality policies. As a minimum,
there will be procedures for each of the ISO 9001 clauses
outlining the requirements; there may be procedures for
any processes that can impact quality.
Forms, records, etc.- these provide proof of activities for
the firm and for the auditors.
Comparative Scope of ISO 9000 ND
TOTAL QUALITY MANAGEMENT
The two principal quality initiative at work in the world today are ISO 9000 and
TQM. It is helpful to explain the relationship between the two. The following
statements outline the relationship. Each statement is explained in the sections that
follow:
ISO 9000 and TQM are not interchangeable.
ISO 9000 is compatible with, and can be viewed as subset of TQM.
ISO 9000 is frequently implemented in a non-TQM environment.
ISO 9000 can improve operations in a traditional environment.
ISO 9000 may be redundant in a mature TQM environment.
ISO 9000 and TQM are not in competition.
ISO 9000 and TQM are not
interchangeable
ISO 9000 is concerned only with quality management systems, for design,
development, purchasing, production, installation, and servicing of products and
services.
TQM encompasses every aspect of the business or organization, not just the
systems used design, produced and deploy its products and services. It includes all
support systems such as human resources, finance, and marketing. It involves
every function and level of the organization from top to bottom. It also means that
management is responsible for developing the organization’s vision, establishing
guiding principles (code of conduct for the organization and all of its employees),
and setting the strategy and tactics for achieving the vision is pursued with input
form an empowered workforce that cooperates and collaborates with
management.
CHARACTERISTICS OF TOTAL QUALITY ISO 9000:2000 TQM
MANAGMENT
Customer focus (internal and external) √ √
Obsessio with quality √
Scietific approach to problem solving √ √
Long-term commitment partial √
Teamwork √
Continual process and product improvement √ √
Education and training intensive √ √
Freedom through control √
Unity of purpose √ √
Employee involvement and empowerment partial √
Total Quality Management Characteristics Compared with ISO 9000
ISO 9000’S EIGHT QUALITY MANAGEMENT Deming’s 14 TQM
PRINCIPLES points
Customer focus √
Leadership #1, #2, #7 √
Involvement of People √
Process approach √
System approach to management √
Continual improvement #5 √
Factual approach to decision making √
Mutually beneficial supplier relationships #4 √
ISO 9000’S Quality Management Principles versus Deming’s Fourteen Points and TQM
ISO 9000 is compatible with, and can be
viewed as subset of TQM
TQM and ISO 9000 are not the same thing. There is nothing
inherent in ISO that would prevent it from becoming part of a larger
total quality management environment.
Organizations that are already at some level of TQM maturity
typically have found it easy to implement IDO 9000. this is because
a TQM environment with its infrastructure of top-management
commitment, documented processes and procedures, continuous
improvement, obsession with quality easily supports the
requirements of ISO 9000.
ISO 9000 is frequently implemented in a
non-TQM environment
Although total quality is compatible with and may well facilitate an
ISO 9000 implementation, it is by no means a prerequisite for ISO
9000. in fact, it is safe to say that the majority of ISO 9000-
registered organization hav enot fully adopted total quality—at least
not yet.
ISO 9000 can improve operations in a
traditional environment.
By traditional environment, we mean an organizational environment that has
persisted in companies foe decades, until the total quality management movement
began to change things.
A traditional organizational environment is one that still operates according to the
old way of doing things rather than according to the principles of TQM.
When ISO is implemented by a traditional organization, the company should be
the better for it. We will not go so far as to say it will be the better for it, because
much depends on the organization’s reasons for adopting ISO 9000 and the degree
of executive-level commitment to it.
ISO 9000 may be redundant in a mature
TQM environment.
Just as ISO should help traditional organizations, it should also benefit TQM
organizations. In an organization that has achieved a high level of maturity in its
total quality journey, all ISO 9000 criteria may already be in a place.
In such case, the only compelling reason for registration under ISO 9000 would
be for marketing purposes.
Organizations, even though they may already meet or exceed the requirements of
ISO, may find it necessary to register in order to let potential customers know that
their products and services satisfy the international standard.
ISO 9000 and TQM are not in competition
This is not a case of one or the other. Organizations can adopt TQM
or ISO 9000, or both. While there may be those who advocate one to
the exclusion of the other in the larger scheme of things, the two
concepts fit well with each other.
Both have worthwhile and similar aims. The view is that not only
are TQM and ISO 9000 compatible, but they actually support each
other and are complementary. There are good reasons for using both
in a single management system.
The Origin of ISO
ISO and TQM originated independently of each other for different reasons, in different
parts of the world, and at different times.
The ISO 9000 series of standards was originally developed in response to the need to
harmonize dozens of national and international quality standards then existing throughout
the world. To that end the ISO, a worldwide federation of national standards organizations
form more than 140 nations, formed Technical Committee 176.
Although sometimes considered to be a European standard (certainly the impetus came
from Europe). ISO 9000 was developed by an international team that includes the
American National Standard Institute (ANSI), the US member of ISO. ANSI was
represented by the American Society for Quality (ASQ). Its affiliate responsible for quality
management and related standards, the first version of ISO 9000 was released in 1987. by
that time, the TQM movement was more thatn 35 years old. Revised version of ISO 9000
was released in 1994 and most recently in 2000.
Aims of ISO 9000 and TQM
The aim of ISO 9000 has historically been to ensure that the products or services
provided by registered organizations are consistently fit for their intended
purpose. ISO 9000:2000 has raised the standard’s aim to a new level.
Customer satisfaction and continual improvement, along with the other six quality
management principles that have been incorporated into the standard, seek to
make registered organizations more competitive.
This is essentially the same objectives as that of TQM.
Management Motivation for Registration
to ISO 9000
Motive Appropriation for Adopting:
To improve operations by implementing a quality management system that satisfies
the ISO 9000 requirement for management responsibility: resource management,
product realization; and measurement, analysis, and improvement
To create or improve a quality management system that will be recognized by
customers worldwide
To improve product or service quality of he consistency of quality
To improve customer satisfaction
To improve competitive posture
To conform to the requirements of one or more major customers (although
adoption would be better motivated by internal consideration)
Compatibility of ISO 9000 and Total
Quality
ISO 9000 registration can be a good first step into TQM.
ISO registration often is the most practical route to demonstrate
compliance for European regulations with quality system element.
