Relevant bibliographies by topics / ISO9001:2000 Quality Management System

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'ISO9001:2000 Quality Management System'

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Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "ISO9001:2000 Quality Management System"

1

Ng, Thomas, Ekambaram Palaneeswaran, and Mohan Kumaraswamy. "Costs and Benefits of ISO9000-based Quality Management Systems to Construction Contractors." Construction Economics and Building 8, no. 2 (November 23, 2012): 23–29. http://dx.doi.org/10.5130/ajceb.v8i2.3003.

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ISO9000-based Quality Management Systems(QMSs) have been widely applied by manycontractors with a hope to improve the productquality and hence achieve the desiredobjective of client satisfaction. However,setting up and implementing an ISO9000-based QMS is not without cost. Unless thecontractors can benefit from such system, it isunlikely that the senior management ofcontracting firms will commit to implement anISO9000-based QMS. In this paper, the costsof setting up and implementing an ISO9000-based QMS are assessed through aquestionnaire survey. The results arecompared with the benefits attained by thecontractors. It is found that contractors couldbe benefited from the use of ISO9000-basedQMS both tangibly and intangibly. Based on amore conservative estimation of some tangiblebenefits, a basic operational cost-benefit ratioof one to three was derived from the results ofthe survey. Since the latest version ofISO9000 has been fully implemented for anumber of years, the perception of contractorson the benefits gained after theimplementation of ISO9001:2000 is alsoexamined in this paper.
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2

Fàbregas-Fernández, Anna, Encarna García-Montoya, Pilar Pérez-Lozano, Josep M. Suñé-Negre, Josep Ramon Ticó, and Montserrat Miñarro. "Quality assurance in research: incorporating ISO9001:2000 into a GMP quality management system in a pharmaceutical R+D+I center." Accreditation and Quality Assurance 15, no. 5 (November 10, 2009): 297–304. http://dx.doi.org/10.1007/s00769-009-0610-z.

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3

Darestani, Soroush Avakh, Afsaneh Noori Houshyar, Napsiah Ismail, and Zulkifli Leman. "Improving Purchasing Performance by Implementation of QMS Process Management Approach in a Manufacturing Company." Advanced Materials Research 622-623 (December 2012): 1868–72. http://dx.doi.org/10.4028/www.scientific.net/amr.622-623.1868.

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Process oriented approach in quality management system has been introduced with ISO9001:2000. The international standard promotes the adoption of a process approach when developing, implementing and improving the effectiveness of a QMS to enhance customer satisfaction by meeting customer requirement. The advantage of process approach is to link all parties in scope of business of the organization from suppliers, internal departments of organization to gather to make B2B communication and integration. In this paper, the process approach is defined based on QMS requirement. Supply department was proposed for implementation of process. Purchasing process was designed as a linkage between supplier and internal company departments. Performance indicators were developed and measured accordingly. It shows that process management can improve delivery capability, quality and monitor price of supplied parts by suppliers.
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Tsuji, Toshikazu, Tomoyuki Imai, Takehiro Kawashiri, Toshio Kubota, Yoshihiro Hirakawa, Masanori Sueyasu, Nobuaki Egashira, and Ryozo Oishi. "Effectiveness of ISO9001 Quality Management System for Preventing Dispensing Errors for Narcotic Drugs." Iryo Yakugaku (Japanese Journal of Pharmaceutical Health Care and Sciences) 38, no. 6 (2012): 350–58. http://dx.doi.org/10.5649/jjphcs.38.350.

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5

Mohammad, Musli, Mohd Rasid Osman, Rosnah Mohd Yusuff, Ibrahim Masood, Mohd Shahir Yahya, and Jalil Azlis-Sani. "Strategies for Integrating Quality, Environmental, Safety and Health Management Systems." Applied Mechanics and Materials 315 (April 2013): 894–98. http://dx.doi.org/10.4028/www.scientific.net/amm.315.894.

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This paper discusses the strategies for integrating Quality, Environmental, Safety and Health Management Systems based on survey and case studies results. Questionnaires were distributed to 87 companies that certified with both ISO9001 and ISO14001. Meanwhile, three case studies were conducted at the manufacturing companies that have integrated several management systems. There are two ways of integrating the management systems which are: (1) consecutive implementation of management systems followed by integration or (2) integrate the management systems simultaneously from the beginning. Based on survey and case studies, it was found that many organisations started with implementing individual management system first, and then followed by integrating the management systems. Almost all the survey respondents agreed that the sequence should start with establishing Quality Management System first, and then integrate with Environmental Management System and followed by Occupational Health and Safety Management System.
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Chi-man Hui, Eddie, Cheuk-kin Tse, and Ka-hung Yu. "The effect of ISO14001 certification in property management on property price." Journal of Facilities Management 12, no. 2 (April 29, 2014): 97–117. http://dx.doi.org/10.1108/jfm-03-2013-0015.

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Purpose – As environmental awareness has become increasingly pronounced among various stakeholders such as governments and communities, many businesses start to adopt a more environmental-friendly approach in their operations. Even a service-oriented industry such as property management is no exception. One way to showcase a company's commitment to this cause is to become ISO14001-certified, under which it is required to implement an environmental management system. In light of this, this paper aims to investigate the impact of this certification in property management, along with two other well-known management certifications/awards in ISO9001 and Hong Kong Management Association Quality Award (HKMAQA), on property price. Design/methodology/approach – The hedonic price model was used to determine whether or not there is a relationship between ISO14001 certification (as well as ISO9001 and HKMAQA) and property price, and if so, its impact. Three districts from different parts of Hong Kong, including 17 private residential developments, were covered in this research. Findings – The results show that a flat managed by a company with ISO9001 certification is 8.87 percent higher than another flat managed by a non-ISO9001-certified property management companies (PMC); the adoption of ISO14001 certification appears to help generate a premium of about 3.65 percent in property price for a PMC which has already been ISO9001-certified; and for a company already with both ISO9001/14001 certifications, the obtaining of HKMAQA brings about an extra 15.37 percent in housing price. It can be said that the impact of ISO14001 certification on property value is smaller than that of the other two management standards. Research limitations/implications – The findings do not necessarily suggest that the adoption of ISO14001 (or HKMAMA) generates the exact same premium to a residential property by itself, as two or more components in tandem may create more value than the sum of the parts. Nonetheless, considering that most companies have already been ISO9001-certified prior to considering an ISO14001 certification, they, as separate variables, are inevitably highly correlated which could be an issue when using methods such as hedonic models. This renders the assessment of the impact on property price solely attributed to ISO14001 rather problematic if they are studied together. Practical implications – In the short run, ISO14001 certification, as a public relations tool, might actually help flats within these developments to gain an advantage over the competitors within the district, or at least offset the adverse impact of some of its intrinsic defects in order to stay competitive (for instance, the age issue and the smaller brand name effect due to the development's lack of scope), but not in the long run. Originality/value – The paper has provided some insights regarding the effect of various management standard certifications in property management, from the perspective of the end-users (i.e. homebuyers), rather than from that of those involved in the operations as seen in previous studies. This serves as a reference for developers, property managers, buyers, and users alike.
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Grimaldi-Puyana, M., and A. J. Sánchez-Oliver. "Situación de la Certificación en Organizaciones de Gestión de Instalaciones Deportivas en España." SPORT TK-Revista EuroAmericana de Ciencias del Deporte 8, no. 1 (February 7, 2019): 67–72. http://dx.doi.org/10.6018/sportk.362081.

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El objetivo de este estudio fue analizar y describir la situación actual de la calidad en las organizaciones deportivas de gestión de instalaciones deportivas españolas. De un total de 5.065 registradas bajo el código nacional de actividades económicas 9311, se procedió al estudio pormenorizado de cada una de las organizaciones a través de la observación sistemática, para finalmente seleccionar a 35 organizaciones con certificación de calidad ISO9001, ISO14001, OHSAS 18001y EFQM. Los resultados muestran una escasa implantación de calidad en las organizaciones de gestión de instalaciones deportivas, siendo las certificaciones con mayor implantación, el sistema de gestión de calidad (ISO 9001) y el sistema de gestión medioambiental (ISO 14001). The aim of this study was to analyze and describe the current situation of quality in sports management organizations of Spanish sports facilities. Out of a total of 5,065 registered under the national code of economic activities 9311, a detailed study of each of the organizations was carried out through systematic observation, to finally select 35 organizations with quality certification ISO9001, ISO14001, OHSAS 18001and EFQM. The results show a low quality implantation in the management organizations of sports facilities, being the certifications with greater implementation the quality management system (ISO 9001) and environmental management system (ISO 14001).
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Cao, Zhaojie. "Practice and Exploration of Quality Management System in Higher Vocational Colleges from a Perspective of ISO9001." International Journal of Vocational Education and Training Research 7, no. 1 (2021): 35. http://dx.doi.org/10.11648/j.ijvetr.20210701.16.

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Chen, C. X., J. X. Zhang, H. T. Zhao, Y. M. Xu, and S. Yin. "THE APPLICATION OF QUALITY MANAGEMENT SYSTEM IN THE INSPECTION OF NATIONAL MAJOR SURVEYING AND MAPPING RESULTS." ISPRS - International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences XLIII-B3-2020 (August 22, 2020): 1307–12. http://dx.doi.org/10.5194/isprs-archives-xliii-b3-2020-1307-2020.

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Abstract. Today's society has entered the era of big data, and the quality of surveying and mapping results has become the focus of government departments. As the statistical results of other industries, surveying and mapping results as one of the basic data sources provide data support for government decision-making, The status of surveying and mapping projects is constantly improving. This article introduces the ISO9001 quality management system implemented by the surveying and mapping production unit, the CMA quality management system implemented by the surveying and mapping quality inspection unit, and the first-level acceptance system for the two-level inspection of surveying and mapping products. Through the cause and effect diagram, taking the quality control of the fundamental geographical conditions monitoring of the national major surveying and mapping project as an example, the use method of the core tool 5M1E (Man, Machine, Material, Methods, Measurement, Environment) in the quality management system is demonstrated to prove that the quality management system plays an important role in the project. Provide reference experience for peers.
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Nabavi, Vahid, Majid Azizi, and Mehdi Faezipour. "Implementation of quality management system based on ISO9001:2008 and its effects on customer satisfaction case study." International Journal of Quality & Reliability Management 31, no. 8 (August 26, 2014): 921–37. http://dx.doi.org/10.1108/ijqrm-04-2013-0064.

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Purpose – The purpose of this paper is to discuss the effect of the ISO 9001 quality management system on customer satisfaction and show an application of an analytic hierarchy process (AHP)-based method for measuring the customer satisfaction index (CSI). This will be useful to anyone who wants to have an ISO 9001 quality management system in his or her organization. Design/methodology/approach – This paper describes an ISO 9001 quality management implementation process based on ISO 9001 requirements, and uses the AHP method for weighting effective criteria on customer satisfaction. All data were obtained via questionnaires and assessed with EXPERT CHOICE 11 software. Findings – According to the results of the weighting, the factors influencing the satisfaction of a kitchen worktops customer, price and sales terms of this product has a significant impact on customer satisfaction and, in competitive conditions, this criterion has a determining role in the creation of utility for customers. ISO 9001 quality management system has been able to increase the CSI within an 11-month period of study. Originality/value – This paper is the first to use the AHP method with a new approach in a case study, offering a complete, comprehensive method for assessing customer implications.
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Dissertations / Theses on the topic "ISO9001:2000 Quality Management System"

1

Goekce, Kamil Umut. "IT Supported Construction Project Management Methodology Based on Process and Product Model and Quality Management." Doctoral thesis, Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2008. http://nbn-resolving.de/urn:nbn:de:bsz:14-ds-1222347857487-51633.

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Computer Integrated Construction Project Management (CPM) supported by product and process models can be seen as a future type of integration structure facilitating the solution of various management problems in the fragmented Construction Industry. The key to success is directly correlated with the comprehensive integration of currently isolated IT applications. However, despite that a number of initiatives have been developed, no fully generic models have yet to be formally standardized. This topic has been the subject of intensive research during the last decades. In this thesis a Computer Integrated CPM approach, which is supported by IFC (Industry Foundation Classes) and ISO9001:2000 Quality Management System, is proposed. The main aim is to provide integration of product, process and organizational information to help achieve the interoperability of the involved actors and tools in a concurrent environment. According to implied requirements which are represented in the ‘state of the art’ section, the fundamental concepts are presented in two parts as: (1) realization of CPM in an IT concept and (2) formalization of IFC Views for software interoperability on the example of Bidding Preparation Phase. In order to realize a generic framework using a high-level process core model named Organizational Management Process (OMP) model, different aspects have been brought together into a consistent life cycle structure. These are: (1) a set of layered processes based on ISO procedural definitions, (2) software integration requirements based on Construction Management Phases, (3) application methods of the Procurement System and (4) Organizational data. This provides for synchronizing technical products, processes, documents, and actors in their inter-relationship. The framework is hierarchically structured in three layers Phases – Processes - Product data. The developed IT Management Processes (ITMP) which are used as a baseline for the IFC Views implementation are derived from the OMP. Moreover, in order to support completeness, a mapping structure between processes and scenarios based on the Procurement Systems was constituted. The representation of OMP and ITMP is provided by using the ARIS eEPC (extended event-driven process chain) modeling method. On the basis of a generalized representation of product data, a system-wide integration model for heterogeneous client applications which supports different CPM areas can be achieved. IFC Product Data Model integrates different domains thereby enabling coordination of bidding preparations. However, there is a need to realize individual model subsets. i.e. views of the product model. In this context, adaptable views were developed based on ITMP. The defined resources’ relevancies to IFC Objects are examined by realizing central information elements. These provide a mapping structure between process resources and IFC Classes. On that basis integration of process and product models can be accomplished. In order to realize IFC Views, IFC Concepts and IFC Instance Diagrams were developed based on IFC View Definition Format. The grouping of IFC Concepts enables the implementation of the adaptable IFC Views that are required for standardized system integration. This is achieved with the help of formal specification using the Generalized Subset Definition Schema. The validation has been made based on an alphanumerical comparison. The selected 3D full-model and the developed IFC View for Product Catalog models are compared in this context. There are two consequences observed. In the first case, which also addresses Unit Price Procurement systems, the desired results were obtained by filtering the required data. However, when the results were compared for Design & Build and Lump-sum Procurement Systems (contracts), an extension need was observed in the IFC Model. The solution is provided via formalization of cost data and material analysis information by an extension of IFC Concept namely ‘IfcConstructionResource’ with new classes and with new relations. Thereby a common information model based on the data schema of the IFC standard is constituted
Das von Produkt- und Prozessmodellen unterstützte computerintegrierte Bauprojektmanagement (CPM) kann als der zukünftige Typ der Integrationsstruktur angesehen werden, der die Lösung verschiedener Baumanagementprobleme in der fragmentierten Bauindustrie erleichtern kann. Der Schlüssel zum Erfolg steht in direkter Beziehung zu einer umfassenden Integration derzeit getrennter IT-Anwendungen. Trotz zahlreich entwickelter Ansätze, die zur Verfügung gestellt wurden, sind bisher noch keine vollständig generischen Modelle formell standardisiert worden, obwohl dies in den letzten Jahrzehnten ein Thema intensiver Forschung war. In dieser Promotionsschrift wird eine computerintegrierte CPM-Methode, die auf Basis der IFC (Industry Foundation Classes) und dem Qualitätsmanagement ISO 9001:2000 aufbaut, vorgeschlagen. Das Hauptziel besteht in der Schaffung der Integration von Produkt-, Prozess- und Organisationsinformationen, um die Interoperabilität der beteiligten Akteure und Tools in einer parallelen Umgebung erreichen zu können. Entsprechend den Anforderungen, die im Abschnitt „Stand der Technik“ aufgeführt sind, werden die vorgeschlagenen, grundlegenden Konzepte in zwei Bereiche aufgeteilt: (1) Umsetzung der CPM-Prozesse in ein IT-Konzept und (2) Formalisierung der IFC-Sichten für die Interoperabilität von Software, beispielhaft ausgeführt für die der Ausschreibungsphase. Um einen generischen Rahmen unter Verwendung eines hochrangigen Prozesskernmodells, das als organisatorischer Managementprozess (OMP) bezeichnet wird, zu realisieren, werden zuerst die verschiedenen Aspekte in einer konsistenten Lebenszyklenstruktur zusammengefügt. Diese sind: (1) eine Menge hierarchisch geschichteter Prozesse, erstellt auf der Grundlage der Verfahrensdefinitionen von ISO 9001, (2) die Softwareintegrationsanforderungen auf der Grundlage der Baumanagementphasen, (3) die Anwendungsmethoden des Beschaffungssystems und (4) die Organisationsdaten. Dadurch wird die Synchronisation der in Wechselbeziehung stehenden technischen Produkte, Prozesse, Dokumente und Akteure geschaffen. Das gesamte System ist hierarchisch in die drei Ebenen Phasen – Prozesse – Produktdaten strukturiert. Die entwickelten IT-Managementprozesse (ITMP), die als Grundlage für die IFC-Implementierungssichten dienen, werden aus dem OMP hergeleitet. Der Vollständigkeit halber, wird eine Abbildungsstruktur zwischen den Prozessen und den Szenarien, die die Beschaffungssysteme beschreiben, entwickelt. Die Darstellung der OMP und ITMP erfolgt unter Verwendung der erweiterten ereignisgesteuerten Prozessketten (eEPK) nach der ARIS-Modelliermethode. Auf der Grundlage einer verallgemeinerten Darstellung der Prozessdaten kann das systemweite Integrationsmodell für heterogene Client-Anwendungen, das verschiedene CPM-Bereiche unterstützt, erreicht werden. Das IFC-Produktdatenmodell integriert verschiedene Domänen und ermöglicht somit die Koordinierung der hier beispielhaft gewählten Ausschreibungsbearbeitungen. Hierzu ist es notwendig, Teilmodelle, d. h. Sichten des Produktmodells zu erzeugen. Entsprechend wurden anpassbare Sichten auf der Grundlage von ITMP entwickelt. Die Bedeutung der in diesem Zusammenhang identifizierten Informationsprozessressourcen in Bezug auf die IFC-Objekte wurde durch die Einführung zentraler Informationselemente, sog. IFC Concepts, untersucht. Diese stellen eine Abbildungsstruktur zwischen den Prozessressourcen und IFC-Klassen zur Verfügung. Auf dieser Grundlage konnte die Integration von Prozess- und Produktmodellen erreicht werden. Um die IFC-Sichten zu realisieren, wurden auf der Grundlage des IFC-Sichtendefinitionsformats IFC-Konzepte und IFC-Instanzendiagramme entwickelt. Die Gruppierung in IFC-Konzepten ermöglichte die Implementierung von anpassbaren IFC-Sichten, die für die standardisierte Systemintegration erforderlich sind. Diese wird mit Hilfe einer formellen Spezifikation unter Verwendung der verallgemeinerten Subset-Definitionsschema-Methode (GMSD) erreicht. Die Validierung erfolgte auf der Grundlage eines alphanumerischen Vergleichs, in dem ein ausgewähltes 3D-Produktmodell und die daraus entwickelte IFC-Sicht für das Produktkatalogmodell verglichen wurden. Es ergaben sich zwei Schlussfolgerungen. Im ersten Fall, der auch das Einheitspreisbeschaffungssystem betrifft, konnten die gewünschten Ergebnisse direkt durch Filterung der erforderlichen Daten erhalten werden. Beim Vergleich der Ergebnisse sowohl für Pauschal-, als auch für Entwurfs- und Baubeschaffungssysteme (Verträge) wurde jedoch festgestellt, dass für das IFC-Modell ein Erweiterungsbedarf besteht. Eine Lösung wurde über die Formalisierung der Kostendaten und Materialanalyseinformationen durch Erweiterung des IFC-Konzepts IfcBauRessource mit neuen Klassen und mit neuen Beziehungen erreicht. Somit erhält man ein allgemeines Informationsmodell auf der Grundlage des Datenschemas des IFC-Standards
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2

Goekce, Kamil Umut. "IT Supported Construction Project Management Methodology Based on Process and Product Model and Quality Management." Doctoral thesis, Technische Universität Dresden, 2007. https://tud.qucosa.de/id/qucosa%3A23732.

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Computer Integrated Construction Project Management (CPM) supported by product and process models can be seen as a future type of integration structure facilitating the solution of various management problems in the fragmented Construction Industry. The key to success is directly correlated with the comprehensive integration of currently isolated IT applications. However, despite that a number of initiatives have been developed, no fully generic models have yet to be formally standardized. This topic has been the subject of intensive research during the last decades. In this thesis a Computer Integrated CPM approach, which is supported by IFC (Industry Foundation Classes) and ISO9001:2000 Quality Management System, is proposed. The main aim is to provide integration of product, process and organizational information to help achieve the interoperability of the involved actors and tools in a concurrent environment. According to implied requirements which are represented in the ‘state of the art’ section, the fundamental concepts are presented in two parts as: (1) realization of CPM in an IT concept and (2) formalization of IFC Views for software interoperability on the example of Bidding Preparation Phase. In order to realize a generic framework using a high-level process core model named Organizational Management Process (OMP) model, different aspects have been brought together into a consistent life cycle structure. These are: (1) a set of layered processes based on ISO procedural definitions, (2) software integration requirements based on Construction Management Phases, (3) application methods of the Procurement System and (4) Organizational data. This provides for synchronizing technical products, processes, documents, and actors in their inter-relationship. The framework is hierarchically structured in three layers Phases – Processes - Product data. The developed IT Management Processes (ITMP) which are used as a baseline for the IFC Views implementation are derived from the OMP. Moreover, in order to support completeness, a mapping structure between processes and scenarios based on the Procurement Systems was constituted. The representation of OMP and ITMP is provided by using the ARIS eEPC (extended event-driven process chain) modeling method. On the basis of a generalized representation of product data, a system-wide integration model for heterogeneous client applications which supports different CPM areas can be achieved. IFC Product Data Model integrates different domains thereby enabling coordination of bidding preparations. However, there is a need to realize individual model subsets. i.e. views of the product model. In this context, adaptable views were developed based on ITMP. The defined resources’ relevancies to IFC Objects are examined by realizing central information elements. These provide a mapping structure between process resources and IFC Classes. On that basis integration of process and product models can be accomplished. In order to realize IFC Views, IFC Concepts and IFC Instance Diagrams were developed based on IFC View Definition Format. The grouping of IFC Concepts enables the implementation of the adaptable IFC Views that are required for standardized system integration. This is achieved with the help of formal specification using the Generalized Subset Definition Schema. The validation has been made based on an alphanumerical comparison. The selected 3D full-model and the developed IFC View for Product Catalog models are compared in this context. There are two consequences observed. In the first case, which also addresses Unit Price Procurement systems, the desired results were obtained by filtering the required data. However, when the results were compared for Design & Build and Lump-sum Procurement Systems (contracts), an extension need was observed in the IFC Model. The solution is provided via formalization of cost data and material analysis information by an extension of IFC Concept namely ‘IfcConstructionResource’ with new classes and with new relations. Thereby a common information model based on the data schema of the IFC standard is constituted.
Das von Produkt- und Prozessmodellen unterstützte computerintegrierte Bauprojektmanagement (CPM) kann als der zukünftige Typ der Integrationsstruktur angesehen werden, der die Lösung verschiedener Baumanagementprobleme in der fragmentierten Bauindustrie erleichtern kann. Der Schlüssel zum Erfolg steht in direkter Beziehung zu einer umfassenden Integration derzeit getrennter IT-Anwendungen. Trotz zahlreich entwickelter Ansätze, die zur Verfügung gestellt wurden, sind bisher noch keine vollständig generischen Modelle formell standardisiert worden, obwohl dies in den letzten Jahrzehnten ein Thema intensiver Forschung war. In dieser Promotionsschrift wird eine computerintegrierte CPM-Methode, die auf Basis der IFC (Industry Foundation Classes) und dem Qualitätsmanagement ISO 9001:2000 aufbaut, vorgeschlagen. Das Hauptziel besteht in der Schaffung der Integration von Produkt-, Prozess- und Organisationsinformationen, um die Interoperabilität der beteiligten Akteure und Tools in einer parallelen Umgebung erreichen zu können. Entsprechend den Anforderungen, die im Abschnitt „Stand der Technik“ aufgeführt sind, werden die vorgeschlagenen, grundlegenden Konzepte in zwei Bereiche aufgeteilt: (1) Umsetzung der CPM-Prozesse in ein IT-Konzept und (2) Formalisierung der IFC-Sichten für die Interoperabilität von Software, beispielhaft ausgeführt für die der Ausschreibungsphase. Um einen generischen Rahmen unter Verwendung eines hochrangigen Prozesskernmodells, das als organisatorischer Managementprozess (OMP) bezeichnet wird, zu realisieren, werden zuerst die verschiedenen Aspekte in einer konsistenten Lebenszyklenstruktur zusammengefügt. Diese sind: (1) eine Menge hierarchisch geschichteter Prozesse, erstellt auf der Grundlage der Verfahrensdefinitionen von ISO 9001, (2) die Softwareintegrationsanforderungen auf der Grundlage der Baumanagementphasen, (3) die Anwendungsmethoden des Beschaffungssystems und (4) die Organisationsdaten. Dadurch wird die Synchronisation der in Wechselbeziehung stehenden technischen Produkte, Prozesse, Dokumente und Akteure geschaffen. Das gesamte System ist hierarchisch in die drei Ebenen Phasen – Prozesse – Produktdaten strukturiert. Die entwickelten IT-Managementprozesse (ITMP), die als Grundlage für die IFC-Implementierungssichten dienen, werden aus dem OMP hergeleitet. Der Vollständigkeit halber, wird eine Abbildungsstruktur zwischen den Prozessen und den Szenarien, die die Beschaffungssysteme beschreiben, entwickelt. Die Darstellung der OMP und ITMP erfolgt unter Verwendung der erweiterten ereignisgesteuerten Prozessketten (eEPK) nach der ARIS-Modelliermethode. Auf der Grundlage einer verallgemeinerten Darstellung der Prozessdaten kann das systemweite Integrationsmodell für heterogene Client-Anwendungen, das verschiedene CPM-Bereiche unterstützt, erreicht werden. Das IFC-Produktdatenmodell integriert verschiedene Domänen und ermöglicht somit die Koordinierung der hier beispielhaft gewählten Ausschreibungsbearbeitungen. Hierzu ist es notwendig, Teilmodelle, d. h. Sichten des Produktmodells zu erzeugen. Entsprechend wurden anpassbare Sichten auf der Grundlage von ITMP entwickelt. Die Bedeutung der in diesem Zusammenhang identifizierten Informationsprozessressourcen in Bezug auf die IFC-Objekte wurde durch die Einführung zentraler Informationselemente, sog. IFC Concepts, untersucht. Diese stellen eine Abbildungsstruktur zwischen den Prozessressourcen und IFC-Klassen zur Verfügung. Auf dieser Grundlage konnte die Integration von Prozess- und Produktmodellen erreicht werden. Um die IFC-Sichten zu realisieren, wurden auf der Grundlage des IFC-Sichtendefinitionsformats IFC-Konzepte und IFC-Instanzendiagramme entwickelt. Die Gruppierung in IFC-Konzepten ermöglichte die Implementierung von anpassbaren IFC-Sichten, die für die standardisierte Systemintegration erforderlich sind. Diese wird mit Hilfe einer formellen Spezifikation unter Verwendung der verallgemeinerten Subset-Definitionsschema-Methode (GMSD) erreicht. Die Validierung erfolgte auf der Grundlage eines alphanumerischen Vergleichs, in dem ein ausgewähltes 3D-Produktmodell und die daraus entwickelte IFC-Sicht für das Produktkatalogmodell verglichen wurden. Es ergaben sich zwei Schlussfolgerungen. Im ersten Fall, der auch das Einheitspreisbeschaffungssystem betrifft, konnten die gewünschten Ergebnisse direkt durch Filterung der erforderlichen Daten erhalten werden. Beim Vergleich der Ergebnisse sowohl für Pauschal-, als auch für Entwurfs- und Baubeschaffungssysteme (Verträge) wurde jedoch festgestellt, dass für das IFC-Modell ein Erweiterungsbedarf besteht. Eine Lösung wurde über die Formalisierung der Kostendaten und Materialanalyseinformationen durch Erweiterung des IFC-Konzepts IfcBauRessource mit neuen Klassen und mit neuen Beziehungen erreicht. Somit erhält man ein allgemeines Informationsmodell auf der Grundlage des Datenschemas des IFC-Standards.
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Sandström, David, and Marcus Svanberg. "Preparing to overcome the barriers of implementing a quality management system : A case study of EDB Card Services AS." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52158.

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The purpose of this study is to see how an organization can prepare themselves to overcome the barriers when implementing a quality management system. When introducing a new management system regardless of its intentions, there are several obstacles, or rather barriers, which an organization will face and ultimately have to deal with in order to assure a successful implementation of a QMS. Not knowing beforehand what problems may arise from adopting a new management system may halter the process of introducing the new management system and add costs, resources, and time to the introduction phase. Although there are general barriers and problems with implementing a quality management system, there are also specific barriers for each and every organization. It is of significant importance that organizations become aware of those areas of which they need to pay the most attention to when implementing a QMS. There will be forces for and against the change process of a QMS and the latter needs to be anticipated and dealt with for a successful implementation of a QMS. By using a case organization and the managers within, we were able to assess the pre-conditions at the organization and identify which barriers that were specific for them. As managers are the ones implementing the new system as well as controlling, maintaining and continuously improving it, it was necessary for us to acquire their opinions and ideas. A qualitative research approach was taken and semi-structured interviews were held at the case organization EDB Card Services AS in Mo i Rana, Norway, which included 6 managers ranging from administrative level to operations level. We found that the biggest barrier for the case organization was the fact that departments were not as inter-dependent, but rather independent from each other which is not compatible with a quality management system. It was evident that the departments could learn from each other and that spreading knowledge and proper documentation had to be improved. At the case organization one of their specific barriers were the sharing and handling of documents, this barrier could be eliminated by educating staff and managers of how to make proper documents with a clear purpose, and distribute documents to the right person at the right time. The managers were motivated and willing to spend time assuring that the quality requirements of the QMS is maintained however stressed the fact that more resources would be needed in order to achieve this. Our findings lead us to believe that general guidelines for how to implement a QMS are insufficient to successfully handle the inherent problems and barriers when changing from“what is”, to “what could be”. The specific barriers which arise when organization take a look at themselves and identify these are probably more likely to affect the implementation process more than those that are general. We came to the conclusion that EDB Card Services AS needs to deal with the barriers that we identified as forces against a QMS, namely: departmental barriers, documentation of processes and procedures, leadership, resources, and information sharing and documentation. To effectively prepare the organization for the implementation of a QMS these barriers needs to be dealt with. Furthermore, we recommend that the organization educate and train those responsible for the introduction of a QMS and that an independent steering group/committee is established.
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Ortigoza, Monroy Ricardo, and Knape Jorge Einnar Ramirez. "A model to increase the value of ISO9001 documented procedures : A case study." Thesis, Växjö University, School of Technology and Design, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:vxu:diva-1594.

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The International Organization for Standardization (ISO) has been facilitating the coordination of industrial standards since 1947 (ISO, 2007), and for many years ISO 9001 has been the most popular standard in the area of quality improvement and management. However many companies face difficulties when implementing it and/or passing the time, a difference between the procedures and the actual processes, which could bring major consequences.

The main purpose of this study is to extend the theory of the process of documentation by analyzing the nature of this gap and its causes, create a model to reduce this problem and justify it by studying our problem consequences.

The research itself follows the model designed. It starts with document research and on-site observations that revealed several improve opportunities for our case company (Alstom Power Sweden). The results show how important the employee involvement and the management encouragement are for the beneficial use of ISO9001. It also demonstrates that the real value of the documented procedures is the findings during the “making of” and its revisions.

Nevertheless, besides analyzing the particular opportunities and giving suggestions for solution, we modeled the vicious cycle that in the general case, organizations might deal with and gave recommendations to break it.

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Al-Asiri, Mohammad Mesaad. "FACTORS AFFECTING THE PRACTICES OF ISO 9001:2000 QUALITY MANAGEMENT SYSTEM IN SAUDI BUSINESS ORGANIZATIONS." Doctoral diss., University of Central Florida, 2004. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4360.

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Since it’s release in Dec 2000, there has been a slow movement towards the new version of ISO 9001:2000 by ISO 9000:1994 certified organizations. Of the 561,747 ISO 9000 certified businesses, 167,210 are certified under the new ISO 9001:2000, which is less than 30 % of the total ISO 9000 certified companies. Although many studies have been conducted to understand and assess the practices of ISO 9000:1994 standards, no research has been done to investigate the practices of ISO 9001:2000 in Saudi Arabia. This study is designed to investigate the implementation practices of the new ISO 9001:2000 standard in Saudi business organizations. The main objectives of this study are to identify the critical factors that lead to successful implementation of the new standard, to determine what barriers have been encountered during implementation, and to identify the most difficult parts of the standard to comply with. It investigates the perceived benefits that Saudi firms have gained from implementing the system and examines the level of knowledge about ISO 9001:2000 and the perceptions of the new standard among the management teams and staff of ISO registered firms. It determines the level of integration between ISO 9001:2000 and other implemented systems. Furthermore, this study aims to investigate the factors that may explain the Saudi organizations’ decisions to implement ISO 9001:2000 in their businesses. To accomplish these research objectives, a questionnaire was developed based on an extensive review of related literature and tested for validity and reliability. The target sample for the study was made up of all ISO 9001:2000 registered sites in Saudi Arabia up to 31 Dec. 2002, which comprised 131 organizations. A total of 89 completed surveys were received, for a response rate of 72%. Descriptive statistics, measurement of variation, and association, and factor analysis were used in the interpretation of collected data. The major findings are as follows: 86.5% of the total respondents had implemented ISO 9001:2000 as a transition process from previous ISO 9000 standards. 68.5% of the certified sites took less than one year to implement the standard. Most of them were previously certified in one of the ISO 9000:1994 standards. This high percentage indicates that ISO 9001:2000 can be easily implemented in a short time frame. Most of the companies in the study reported the use of external consultants (70.8%), but overall there was a low level of reliance on them, with 64.0% of registered organizations having documented less than 10% participation of external consultants in implementing the ISO 9001:2000 system. The top five critical success factors in implementing the ISO 9001:2000 quality management system, in descending order, are as follows: commitment of management, effective internal auditing, commitment of middle management, employee motivation and involvement, resource allocation, and existence of appropriate communication routes. The major hindrances during the implementation of ISO 9001:2000, in descending order, were as follows: lack of employee involvement, difficulties in co-operation among middle managers over quality problems, lack of training programs related to quality, insufficient project time, and lack of customer co-operation. The most significant reasons for Saudi organizations to implement the system, in descending order, are as follows: top management initiative, quality improvement of internal operations and processes, customers requirements, part of the overall quality policy of the organization. The highest perceived benefits, in descending order, were as follows: development of quality culture, improved customer satisfaction, better communication with customers, increased management commitment, and use of data as a business management tool. Most respondents are highly satisfied with the standard, believe that it is cost effective and would strongly recommend the standard to other firms. Top managers were the most knowledgeable about the ISO 9001:2000 standard, followed by middle managers, then employees. Findings reveal that level of knowledge about ISO 9001:2000 among organization's people is positively correlated with most of the attainable benefits from implementing the standard. Based on the findings of this study, many conclusions and recommendations were drawn. In summary, for a successful implementation of ISO 9001:2000 standard, organizations must give great consideration to the people involvement factor, particularly top and middle management s involvement and commitment to quality, employees motivation and involvement, quality awareness, and ISO 9001:2000 training.
Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering and Management Systems
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Menšíková, Markéta. "Návrh systému hodnocení dodavatelů dle ČSN ISO 9001:2000." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222279.

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This Master’s thesis focuses on the design the system of evaluation of suppliers in ČESTAV s. r. o. according to the requirements of the norm ISO 9001. I start from the theoretical basis and from the analysis of the current state in the company. The practical part includes design of evaluation of suppliers, design of supplier's evaluation form and proposal for concurrent evaluation of suppliers in MS Excel.
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Chu, Kai-kun, and 朱奇根. "The impact of ISO quality system (ISO 9001:2000) on property services companies in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2008. http://hub.hku.hk/bib/B45009247.

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Sharif, Ahmed Bashir. "Critical success factors affecting the implementation of the ISO 9001:2000 quality management system in Libyan manufacturing companies." Thesis, University of Salford, 2009. http://usir.salford.ac.uk/26908/.

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Since ISO 9000 was introduced in 1987 the number of organisations in developed and developing countries with ISO 9000 certification is increasing dramatically. Up to the end of 2006, the number of ISO 9001:2000 certified organisations reached 40,909 in the UK and 44,883 in the USA. Within Arab countries the number reached 1,928 in Egypt, 710 in Saudi Arabia and 1,040 in the United Arab Emirates. In Libya, however, this number up to the end of 2006 was only 46 and, according to the results of the conducted preliminary interviews of this study, the number of certified Libyan Manufacturing Companies (LMCs) up to the end of September 2007 was only 7 companies which is, relatively, a very low number. Accordingly, this thesis aims to "investigate the critical success factors (CSFs) affecting the implementation of ISO 9001:2000 in Libyan manufacturing companies'". A comprehensive review of literature was carried out to identify the critical success factors affecting the implementation of ISO 9001:2000 that were experienced by different organisations around the world, including its key aspects. The summarized factors were subsequently used in the empirical investigation of the relevant factors in LMCs. The employed research methodology involved the adoption of a quantitative approach, a survey strategy, utilising a self-administrated questionnaire method. All 7 certified companies were included in the survey. The Statistical Package for the Social Sciences (SPSS) was used to analysis the data using appropriate statistical techniques. The survey findings revealed that LMCs experienced many factors, these mostly being the same as those experienced by other companies in different countries. There was a relative degree of difference in the importance. These factors as identified in this study are presented in five groups. These groups in descending order are: management and people involvement, culture, training, communication, and support mechanism. The most critical success factor for ISO 9001:2000 implementation in LMCs is represented in the management and people involvement group which is the "top management commitment" factor. The study, therefore, contributes to the existing body of knowledge in the quality management discipline and fills the gap in knowledge in Libyan studies. Recommendations for further research also have been derived from this research.
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Fliess, Alexander Hermann. "How to overcome the gap between ISO 9000 : 2000 and total quality management - exemplified at a medium sized production company." Thesis, Stellenbosch : University of Stellenbosch, 2007. http://hdl.handle.net/10019.1/881.

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Thesis (MBA (Business Management))--University of Stellenbosch, 2007.
ENGLISH ABSTRACT: Globalisation has changed markets significantly. In order to maintain and improve competitiveness it is generally agreed among executives that the quality of products and services is essential (Omachonu & Ross, 1994: iii). In order to strive for higher quality, organisations have chosen different paths to achieve this goal. Several years ago one of the most discussed topics was the DIN EN 9001 certification. Thousands of organisations have taken this step towards quality management and are certified today. The DIN EN 9001 became the global standard, and there are markets where companies are not able to operate without this certification anymore. Some companies have profited greatly from the introduction of ISO 9000, because for the first time a quality management system (QMS) was introduced. It initiated significant restructuring programs. Consequently, processes were streamlined and organisations became more transparent. But many companies still do not “live” the concept, but instead and only show relevant paperwork to the external certification body in order to obtain the certificate. Even more particularly companies, which live the QMS face the question of which concepts are suitable to not only further improve quality and productivity but also to generate long-term sustainable business success. For these companies Total Quality Management (TQM) can be a very promising concept. Although the concept of TQM already dates back several decades it became very popular recently. TQM is a concept that puts quality in the centre of all aspects. Its principles encompass the involvement of all employees, and it strives for long-term customer satisfaction. TQM is based on continuous improvement and focuses on sustainable achievements. The objectives of this approach are not only long-term business success but also benefits for the individual employees and the society. Therefore TQM can be considered as one of the most far-reaching quality concepts existing today. The Fliess Company is a medium sized production company for welding wires. In 2001 Fliess introduced the IS0 9001: 2000. It has taken the company several years to fully live the QMS, after it mainly introduced it only to satisfy customers’ requirements of the certification. Today the processes are aligned in accordance with ISO 9001: 2000 and the company lives the QMS. But as a producer of very specialised premium products, management realised that it needed continuing on in order to maintain the competitive advantage. Therefore Fliess is busy at present implementing TQM. There are various areas of applying TQM at Fliess. The main focus lies on further improving customer satisfaction through continuous improvement and special attention is paid to the involvement of the individual employee. But TQM needs to be implemented in a very careful way to prevent a failure. Organisational changes must be supervised closely by top management. If top management is not fully committed and does not fully support the implementation in both the short and long term it can be very frustrating for the employees, and the implementation will not only fail but might even have negative effects, too.
AFRIKAANSE OPSOMMING: Globalisasie het markte geweldig verander. Ten einde kompeterendheid te behou en te bevorder is bestuurders dit eens dat hoë kwaliteit van produkte en dienste noodsaaklik is (Omachonu & Ross, 1994: iii). Maatskappye volg verskillende roetes in die strewe na hoë kwaliteit, en hierdie ondersoek fokus op hoofkonsepte rakende kwaliteit en kwaliteitsbestuur. ’n Tydjie terug was die bespreking van “sertifisering” hoog op die agenda van enige kwaliteitsforum. Maatskappye het groot baat gevind met die bekendstelling van ISO 9000, waar daar vir die eerste keer ’n kwaliteitsbestuur program ingestel is. Dit het tot grootskaalse maatskappy verandering en proses herstrukturering gelei, en maatskappye in geheel het meer deursigtig geword. Duisende maatskappye het die stap geneem en is vandag gesertifiseer. Die DIN EN ISO 9000 het die globale standaard geword, en daar is markte waar maatskappye sonder diè sertifisering nie langer besigheid kan beoefen nie. Daar is egter steeds maatskappye wat nie regtig die stelsel “uitleef” nie, maar bloot sertifisering soek omdat kliënte dit vereis – nie omdat hulle self dit wil toepas nie. Selfs maatskappye wat die stelsels ten volle inkorporeer het staan egter voor die uitdaging van hoe hulle kwaliteit verder kan verbeter en op langtermyn ’n suksesvolle onderneming kan verseker. Vir baie van die maatskappye is Totale Kwaliteitbestuur (Total Quality Management - TQM) ’n belowende konsep. Alhoewel TQM konsepte reeds ’n hele aantal jare terug ontwikkel is, geniet dit huidiglik ’n nuwe oplewing. TQM plaas kwaliteit in die middelpunt van aktiwiteite, insluitende die volledige betrekking van werknemers en langtermyn kliënte tevredenheid. TQM is gebaseer op kontinue verbetering en fokus op volhoubaarheid. Die doelwitte sluit nie net langtermyn besigheidsukses in nie, maar ook voordele vir individuele werknemers en die samelewing in geheel. Dus kan TQM gesien word as een van die mees omvattende kwaliteitskonsepte wat huidiglik bestaan. Die ontwikkeling en toepassing van die konsepte soos bo beskryf word in hierdie verslag voorgestel en uitgelig aan die hand van die Fliess Maatskappy, ’n medium grootte vervaardigingsmaatskappy van sweisdrade. In 2001 het Fliess die ISO 9001:2000 standaard begin implementeer. Dit het ’n hele aantal jare geneem voordat die stelsel volledig benut is, nadat dit aanvanklik bloot op grond van kliëntevereistes ingestel is. Vandag kan daar met trots gesê word dat alle prosesse in lyn is met die sertifiseringsvereistes, en die maatskappy “lewe” die ISO 9001:2000 standaard. Bestuur besef egter die noodsaaklikheid om verder te ontwikkel en aan te pas in die hoogs kompeterende omgewing ten einde hulle kompeterende voordeel nie net te behou nie maar uit te bou. Daarom is Fliess besig om TQM beginsels verder uit te brei en in verskillende areas te implementeer om sodoende kliënte tevredenheid te verhoog – dit word gedoen deur veral deurlopende verbetering en die betrokkenheid van elke individuele werknemer.
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Chan, Lin-hung, and 陳蓮雄. "The effectiveness of ISO 2000 quality system in improvement of customer services in private residential properties in Hong Kong." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2006. http://hub.hku.hk/bib/B45008851.

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Books on the topic "ISO9001:2000 Quality Management System"

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Implementing an ISO 9001:2000-based quality management system: Including safety and environmental considerations. Rockville, Md: ABS Consulting, Government Institutes, 2002.

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San Francisco (Calif.). Public Utilities Infrastructure Task Force. Final report: June 1, 2000-June 17, 2002. San Francisco, Calif: San Francisco Public Utilities Infrastructure Task Force, 2002.

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Environment, United States Congress House Committee on Transportation and Infrastructure Subcommittee on Water Resources and. The Environmental Protection Agency's proposed regulation regarding total maximum daily loads, the National Pollutant Discharge Elimination System, and the federal antidegradation policy: Hearings before the Subcommittee on Water Resources and Environment of the Committee on Transportation and Infrastructure, House of Representatives, One Hundred Sixth Congress, second session, February 10 and 15, 2000. Washington: U.S. G.P.O., 2001.

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HUD's public housing assessment system : hearing before the Subcommittee on Housing and Transportation of the Committee on Banking, Housing, and Urban Affairs, United States Senate, One Hundred Sixth Congress, second session on oversight of HUD's implementation of PHAS, including compliance with the legislative direction from Congress. Does PHAS provide a fair, accurate measure of the quality of America's public housing stock?, March 21, 2000. Washington: U.S. G.P.O., 2001.

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ISO 9001: 2000 Quality Management System Design. Artech House Publishers, 2003.

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Weber, Cynthia. ISO 9001:2000 Documented Quality Management System. Vinca, LLC, 2000.

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United States. Environmental Protection Agency. Office of Water., ed. Community water system survey 2000. [Washington, D.C.?]: United States Environmental Protection Agency, Office of Water, 2002.

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Book chapters on the topic "ISO9001:2000 Quality Management System"

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Gökçe, K. Umut, Raimar J. Scherer, and H. Attila Dikbaş. "Integrated Construction Project Management System Based on IFC and ISO9001:2000." In Establishing the Foundation of Collaborative Networks, 513–20. Boston, MA: Springer US, 2007. http://dx.doi.org/10.1007/978-0-387-73798-0_55.

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Hadjicostas, Evsevios. "ISO 9000:2000 Quality Management System." In Quality Assurance in Analytical Chemistry, 53–75. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-662-09621-5_4.

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de Carvalho, Marly M., Fernando J. B. Laurindo, and Marcelo de Paula Pessoa. "Information Technology Project Management to Achieve Efficiency in Brazilian Companies." In Managing Globally with Information Technology, 260–71. IGI Global, 2003. http://dx.doi.org/10.4018/978-1-93177-742-1.ch019.

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This chapter focuses on applying the best practices in Information Technology (IT) project management in Brazil. The theoretical models adopted to discuss this issue are the Capability Maturity Model - CMM (Humphrey, 1989; Paulk et al., 1995), Project Management Maturity Model – PMMM (Kerzner, 2000 and 2001); the Project Management Body of Knowledge - PMBoK (PMI, 2000), and Quality Systems for software - ISO9000-3 (2001) and ISO 12207 (1995). Several problems have been discussed regarding the efficiency of IT projects. Evaluation of efficiency is a controversial issue, and meeting project efficiency goals involves balancing scope expectations and the available resources. This chapter presents IT project cases in Brazilian companies and a comparative analysis of their IT projects management models. The study is based on multiple cases: financial services, telecommunications and building materials companies. Interviews with the main actors from different levels of the organisational hierarchy have been done.
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"Quality Management System." In ISO 9001: 2000 for Small Businesses, 153–69. Routledge, 2012. http://dx.doi.org/10.4324/9780080509488-13.

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"Quality Management System." In ISO 9001:2000 For Small Businesses, 197–218. Routledge, 2005. http://dx.doi.org/10.4324/9780080458595-15.

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Gerritsen, Bart H. M. "EIS Systems and Quality Management." In Information Resources Management, 1979–2004. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch707.

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This chapter discusses the support of quality management by Enterprise Information Systems. After a brief introduction in ISO9001, one of the principle and widest-spread quality management frameworks, this chapter discusses the design and implementation of a typical QMS and in particular of key performance indicators, indicating the present state of performance in the organization. While analyzing design and implementation issues, requirements on the supporting EIS system will be derived. Finally, the chapter presents an outlook onto future developments, trends and research. This chapter reveals that key performance indicators can be well integrated in EIS systems, using either relational or objectoriented storage technology.
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Gerritsen, Bart H. M. "EIS Systems and Quality Management." In Advances in Business Information Systems and Analytics, 300–325. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-892-5.ch017.

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This chapter discusses the support of quality management by Enterprise Information Systems. After a brief introduction in ISO9001, one of the principle and widest-spread quality management frameworks, this chapter discusses the design and implementation of a typical QMS and in particular of key performance indicators, indicating the present state of performance in the organization. While analyzing design and implementation issues, requirements on the supporting EIS system will be derived. Finally, the chapter presents an outlook onto future developments, trends and research. This chapter reveals that key performance indicators can be well integrated in EIS systems, using either relational or objectoriented storage technology.
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Gerritsen, Bart H. M. "EIS Systems and Quality Management." In Enterprise Information Systems, 921–45. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-852-0.ch402.

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This chapter discusses the support of quality management by Enterprise Information Systems. After a brief introduction in ISO9001, one of the principle and widest-spread quality management frameworks, this chapter discusses the design and implementation of a typical QMS and in particular of key performance indicators, indicating the present state of performance in the organization. While analyzing design and implementation issues, requirements on the supporting EIS system will be derived. Finally, the chapter presents an outlook onto future developments, trends and research. This chapter reveals that key performance indicators can be well integrated in EIS systems, using either relational or objectoriented storage technology.
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"WHAT IS A QUALITY MANAGEMENT SYSTEM?" In ISO 9001: 2000 in Brief, 17–22. Routledge, 2013. http://dx.doi.org/10.4324/9780080509495-6.

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"What is a Quality Management System?" In ISO 9001: 2000 In Brief, 23–101. Routledge, 2005. http://dx.doi.org/10.4324/9780080478814-10.

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Conference papers on the topic "ISO9001:2000 Quality Management System"

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Ohishi, Hideo. "Complete Paperless Intra-Net Process Management System for ISO9001 Quality and 14001 Environmental Management Systems." In SAE 2002 World Congress & Exhibition. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2002. http://dx.doi.org/10.4271/2002-01-0592.

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Dianati, Jamshid, Seyyed Ali Barband, Saba Kakapour, and Hossein Khanifar. "Localization of quality management system based on cultural values case study: ISO9001:2008 management system in Iranian organizations." In 2015 20th Conference on Electrical Power Distribution Networks Conference (EPDC). IEEE, 2015. http://dx.doi.org/10.1109/epdc.2015.7330494.

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Shao, Xue-Zhen. "ISO9000 Quality Management System and Its Application in Monitoring the Quality of Higher Vocational Education." In 2010 International Conference on Internet Technology and Applications (iTAP). IEEE, 2010. http://dx.doi.org/10.1109/itapp.2010.5566208.

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Pham, Hiep, Narumon Sriratanaviriyakul, and Mathews Nkhoma. "IT Investment in ABC Textile and Dyeing Asia Pacific Perspective." In InSITE 2015: Informing Science + IT Education Conferences: USA. Informing Science Institute, 2015. http://dx.doi.org/10.28945/2238.

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Quyen Le, Deputy Director at ABC Textile and Dyeing Joint Venture Company (JVC), returned from a meeting with an Enterprise Resource Planning (ERP) service provider. Quyen was wondering which options of ERP implementation would be best suited to gain staff support and pre-pared the company for long term development. ABC had undergone considerable growth in recent years. Having become one of leading manufacturers of denim fabric in Vietnam market, the company was now facing some organizational challenges. To cope with pressing competition in local and overseas markets, ABC had needed to acquire internationally recognized certification for its quality control system and standardized manufacturing process. The company implemented a quality management process in order to achieve its goal of ISO9000:2008 certification. There was substantial additional paperwork to be handled with the new process. ABC currently used an outdated decentralized computing system in managing its denim manufacturing process. It was time-consuming and difficult to obtain timely and accurate production information—including material planning, production costing, machinery inventory, production reports—and difficult to share information among departments. Furthermore, over a hundred different reports for various stages of the denim manufacturing process were generated and handled by several departments. Lacking the technical knowledge to deal with complex technological context, Quyen considered outsourcing the implementation of an ERP system to ease the documentation tasks required by the ISO 9000:2008, and to manage more effectively the denim manufacturing and to streamline the reporting system. Facing concerns and criticisms from staff during the implementation of the ISO 9000:2008 quality management process due to its complex, time-consuming documentation requirement and added workload with no immediate benefits, Quyen was facing a tough decision whether to move forward with implementing an ERP system that promised another tough challenge to get the sup-port from staff and required necessary organizational changes to create business value from the information technology (IT) investment. ABC Textile and Dyeing JVC (ABC) was part of a textile industry that represented an important component of the global and local economies.
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Anders, Verlyn K. "ISO 9001:2000 Quality System Development." In Proceedings of the 13th Annual Integrated Crop Management Conference. Iowa State University, Digital Press, 2000. http://dx.doi.org/10.31274/icm-180809-731.

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Deliman, Patrick N., Carlos E. Ruiz, Colby T. Manwaring, and Terry K. Gerald. "Implementation of Water Quality Components in the Watershed Modeling System." In Watershed Management and Operations Management Conferences 2000. Reston, VA: American Society of Civil Engineers, 2001. http://dx.doi.org/10.1061/40499(2000)50.

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Jiang Ping. "Series power quality compensator." In APSCOM 2000 - 5th International Conference on Advances in Power System Control, Operation and Management. IEE, 2000. http://dx.doi.org/10.1049/cp:20000439.

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Simmons, Robert A., and Richard Kania. "Quality Control and Management of Inspection and Data Collection." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-156.

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Geographical Information Systems, Data trending, and Risk Assessment Software are now available to help pipeline operators execute safe, cost effective maintenance programs. However, to use these analytical tools effectively, large amounts of data pertaining to the integrity of the pipeline system and its environment are required. For this reason, pipeline rehabilitation programs have evolved into complex data collecting procedures, the success of which depends on the ability to efficiently obtain reliable, consistent and accurate information. This article will describe new software technology and Quality Control programs, relating to inspection personnel, which have been developed to increase the efficiency and reliability of the information collected during a pipeline excavation. The pertinent functions of software programs discussed will involve compatibility between databases, on site data validation, code calculations, communications and CAD drawings for a comparison with In Line Inspection results. As well, the need for quality control or training programs will be discussed addressing both the theoretical and practical applications of pipeline integrity and it’s relevance to quality data collection. Previous projects using these approaches will be presented showing their effectiveness in significantly increasing the efficiency and accuracy of the information collected while reducing overall inspection time and cost.
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Gao, T. Y. "Taiwan Power's experience in power quality monitoring." In APSCOM 2000 - 5th International Conference on Advances in Power System Control, Operation and Management. IEE, 2000. http://dx.doi.org/10.1049/cp:20000383.

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Ming Hu. "Modeling and controlling of unified power quality compensator." In APSCOM 2000 - 5th International Conference on Advances in Power System Control, Operation and Management. IEE, 2000. http://dx.doi.org/10.1049/cp:20000437.

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