Dissertations / Theses on the topic 'ISO9001:2000 Quality Management System'

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

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.

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.

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.

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

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.

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.

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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The family of ISO 9000 standards is being constantly adopted by the companies, manufacturing and services, as a base to implement a quality management system. With the 2000 review, the ISO 9000 has progressed from a quality assurance system to a quality management system, incorporating the eight total quality principles. For this reason, in order to companies achieve success in the ISO 9001:2000 implementation, it is necessary that these principles become part of their culture, because there is a cultural gap between the quality assurance and quality management concepts. In this context, the objective of this study is propose a method of implementing a quality management system (QMS), based on the ISO 9001:2000 standard, considering, beyond the requirements demanded by the standard, aspects related to company culture, human resources qualification and use of continuous improvement methods and tools. The development of this study happened through an action research, using the method SSA (Soft System Analysis), in a leather industry, which was at an intermediate phase of ISO 9001:2000 standard implementation. The finds achieved in the research showed that the method proposed was adequate to the initial objective, because it suggests actions that can minimize or eliminate the gaps existent in a quality management system, and helped the company to achieve a considerable improvement in its QSM. Besides, it was possible to conclude that the ISO 9001:2000 standard should not be implemented only through written procedures and training routines, but aspects like company culture and human resources should also be considered.
As normas da série ISO 9000 vêm sendo fortemente adotadas pelas empresas, tanto de manufatura como de serviços, como base para implantação de um sistema de gestão da qualidade. Com a revisão de 2000, a ISO 9000 evolui de um sistema de garantia da qualidade para um sistema de gestão da qualidade, incorporando os oito princípios de gestão da qualidade. Por esse motivo, para que as empresas obtenham êxito na implantação da ISO 9001:2000, é necessário que esses princípios façam parte da sua cultura, pois existe uma lacuna cultural entre os conceitos de garantia e de gestão da qualidade. Nesse sentido, o objetivo principal deste trabalho foi propor método para implantação de um sistema de gestão da qualidade (SGQ), baseado na norma ISO 9001:2000, considerando, além dos requisitos exigidos pela norma, aspectos relacionados à cultura organizacional, capacitação dos recursos humanos e utilização de métodos e ferramentas para melhoria contínua, a fim de eliminar e/ou minimizar fatores que poderiam comprometer o sucesso da implantação do SGQ. O desenvolvimento do trabalho ocorreu por meio de uma pesquisa-ação, com a utilização do método SSA ( Soft System Analysis ), em uma empresa do setor de couros, em fase intermediária de implantação da norma ISO 9001:2000. Os resultados obtidos na pesquisa de campo mostraram que o método proposto foi adequado ao objetivo inicial do trabalho, pois sugere ações capazes de minimizar ou até eliminar as lacunas existentes em um sistema de gestão da qualidade, e auxiliou a empresa a obter uma melhoria considerável em seu SGQ. Além disso, foi possível concluir que a ISO 9001:2000 não deve ser implantada apenas por meio de elaboração de procedimentos e rotinas de treinamentos, mas também devem ser considerados fatores como a cultura organizacional e a capacitação dos recursos humanos.

The aim of the thesis “Proposal of the Stock Holding Process according to ČSN ISO 9001:2000” is to analyze the current process of stock holding in a particular company and compare it with the requirements of quality management system according to the norm ČSN ISO 9001:2000. The theoretical part consists of on analysis of the existing knowledge in the area of warehousing, a definition of quality management and basic concepts of quality management related to stock holding in a company. The practical part of the thesis describes a procedure of making the analyzed processes of stock holding more effective.

A globalização tem apresentado ameaças e oportunidades aos negócios das agroindústrias de países em desenvolvimento. Apesar das organizações da América Latina e da Ásia competirem no mercado mundial com baixos custos de produção, estas deveriam desenvolver outras vantagens competitivas como a flexibilidade, o tempo de atravessamento e a qualidade. Empresas não tradicionais, como as da cadeia coureiro-calçadista, estão sendo demandadas por seus clientes a implantarem a certificação ISO 9001:2000 para assegurar a qualidade. Contudo, reporta-se que a obtenção desta certificação por motivação externa, como demanda de clientes, não ocasionaria melhores práticas de gestão e resultados. Desta forma, o objetivo deste estudo foi analisar nas organizações certificadas e não certificadas ISO 9001:2000 da cadeia coureiro-calçadista brasileira as dimensões de práticas de gestão e de resultados, assim como, analisar a dimensão de motivações que levaram as organizações a obter a certificação. Para isso, utilizou-se o levantamento de pesquisa como metodologia. Foram enviados e-mails convites a 1453 empresas para responderem um questionário na internet. O questionário visou captar a percepção dos respondentes em relação às três dimensões estudadas. Obteve-se uma amostra de 130 empresas, 45 certificadas e 85 não certificadas. Primeiramente, foi realizada uma validação interna para demonstrar a confiabilidade e a validade do questionário. Em seguida, realizou-se a validação externa com testes estatísticos não paramétricos para demonstrar a estatística inferencial do estudo. Os fatores extraídos das três dimensões apresentaram correlações positivas nas organizações certificadas. Além disso, empresas certificadas com diferentes motivações que levaram a obtenção da ISO 9001:2000 não apresentaram diferenças significativas nas práticas de gestão e nos resultados. Contundo, as empresas certificadas apresentaram um desempenho superior quando comparadas com aquelas não certificadas. O estudo sugere às empresas não certificadas da cadeia que se motivem para obter a ISO 9001:2000 para que possam melhor desenvolver seus negócios.
Globalization has presented both threats and opportunities for businesses of the agrobased industries in developing countries. Latin America and Asia organizations compete on low costs in global market, though they should develop other competitive advantages as flexibility, lead-time and quality. Non-traditional companies, like tannery-footwear industry, have being requested by customers to implement ISO 9001:2000 certification to assure the quality. However, it is reported that attaining the certification for external reasons, as customers demand, would not improve practical management and results. Hence the objective of this study was to analyze, in Brazilian ISO 9001:2000 certified and not certified organizations of the tannery-footwear supply chain, the dimensions of practical management and results, as well as, analyze the dimension of motivations in which organizations obtained the certification. Research survey was applied to collect data. Invitations had been sent by emails to 1453 organizations to fill up a questionnaire on the Internet. The purpose of the questionnaire was to capture the respondent’s perception about three dimensions studied. A sample of 130 organizations, 45 certified and 85 not certified, was obtained. First an internal validation was carried out to demonstrate the extent of reliability and validity of the questionnaire. After that it was carried out an external validation applying nonparametric statistics to demonstrate the inferencial statistics. The extracted factors of three dimensions had positive correlations among certified organizations. Moreover, certified organizations with different motivations to attain ISO 9001:2000 did not show significant differences on practical management and results. However, certified organizations exhibit superior performance when comparing with not certified. The study suggests that not certified organizations should motivate to obtain the ISO 9001:2000 certification in order to improve their businesses.

Orientador: Olivio Novaski
Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecanica
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Resumo: Este trabalho tem por objetivo diagnosticar e propor ações para implantação de um Sistema de Gestão da Qualidade baseado nos requisitos da Norma ISO 9001:2000 em uma pequena empresa do setor de embalagens. Visa estabelecer orientações e melhoria nos processos atuais com as propostas de mudanças nos procedimentos, para atingir novos modelos organizacionais mais rápidos e mais modernos, e conseqüentemente, tornar a empresa mais competitiva, característica indispensável para enfrentar as exigências da realidade do mercado. A partir do suporte de pesquisa bibliográfica, cita-se a Gestão da Qualidade nos tempos atuais bem como a sua possível implementação e utilidade na pequena empresa com a aplicação dos conceitos da Norma ISO, modelo de referência 9001:2000. Por meio do estudo, observou-se o quanto a empresa de pequeno porte é carente de controle e planejamento, bem como o quanto um Sistema de Gestão da Qualidade pode contribuir para o crescimento e fortalecimento competitivo de tal empresa no mercado
Abstract: The objective of this work is to diagnosticate and to propose actions to implement a Quality Management System based on the requirement of ISO 9001:2000 Standard in a small packing industry. It establishes orientation and improvement in the current process with changing proposals in the proceedings to achieve new organizational patterns, consequently, the industry will become more competitive , an essential requirement for the demandings of the current market. From the support of the bibliographical research, it is mentioned the Quality Management in the present day as well as its possible implementation and utility in a small with the application of the concepts of 9001:2000 Standard. By means of the study, it has been noticed how a small industry is in need of control and planning, as well as how a Quality Management System can contribute to the competitive development and consolidation in the market
Mestrado
Gestão da Qualidade Total
Mestre Profissional em Engenharia Mecanica

This thesis deals with a detailed analysis of the systems of quality management in a particular company according to EN ISO 9001:2000. The aim of this work is to analyse the system deeply and then focus on how the system could become more effective. In this case the topic was the system of measurement of the customers´satisfaction. In the theoretical part there is the overall view of quality from the historical point of view up to the present. For better understanding of the problem the principles of ISO standards, maintenance of the systems and improvement instruments are mentioned. In the practical part there is the analysis of the particular system of quality management and the process of application of improvement procedures.

This Master´s thesis is focused on the proposition of system HACCP as appropriate solution incurred complaint. I start from the theoretical bases and from analysis of the current state in the company Cutisin s.r.o. The particular part is included hazard analysis of single step of the process plan, critical control points in production, precautionary measures and corrective action.

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The steady growth of the fruit juices sector is a significant factor strengthening the Brazilian economy; the richness of the tropical fruits, the quality of juices they are processed into and the luring presentation to consumers expanded the internal market and helped conquer demanding markets abroad. All this happened as a result of meeting stringent and assorted requirements, since food fruit juices included quality and safety are a must today. The purpose of this paper is to present a proposal to integrate management systems involving quality, good manufacturing practices and related legal requirements, as well as HACCP, in a small fruit juices company in the State of São Paulo. The proposal includes integrated cost-effective actions to implement the various standards. The research carried out concludes that the integration of management systems involving quality, good manufacturing practices and related legal requirements, as well as HACCP, is feasible. A relationship matrix of the respective requirements was designed during the research, which allowed conducting an initial joint and revealing assessment to evaluate the degree of fulfillment of those requirements. Bearing in mind the company´s scenario where the research was performed and the first application of this Integrated Management System took place, the proposal was not totally implemented. The necessity was perceived to test the Integrated Management System and monitor its operation in other food sector companies, thus not only evaluating the consistency of the proposal but also its flexibility to meet local specific requirements and detect improvement opportunities.
O crescimento do setor de produção de sucos de frutas vem contribuindo ao fortalecimento da economia brasileira; a rica variedade de frutas tropicais, a diversidade de formas de apresentação e a qualidade dos sucos ampliaram o mercado interno e conquistaram mercados externos, atendendo exigências cada vez mais rígidas. As empresas do setor estão submetidas a crescentes exigências de qualidade e segurança de seus produtos. O objetivo deste trabalho é apresentar uma proposta para integrar os sistemas de gestão da qualidade, das boas práticas de fabricação e requisitos legais correlatos, bem como da APPCC, em uma pequena empresa de sucos de frutas situada no interior do Estado de São Paulo, submetida às crescentes exigências dos clientes. A proposta inclui ações integradas contribuindo para racionalizar os recursos aplicados ao processo de adequação aos diferentes referenciais normativos. O trabalho conclui que é viável a integração dos sistemas de gestão da qualidade, das boas práticas de fabricação e requisitos legais correlatos e da APPCC. A matriz de correspondência entre requisitos respectivos, desenhada durante a pesquisa realizada, permitiu a avaliação conjunta do grau de atendimento dos mesmos, facilitando o processo de implementação a partir dos resultados obtidos. Tendo em vista o cenário da empresa em que foi desenvolvida a pesquisa e realizada a primeira aplicação da proposta do Sistema Integrado de Gestão, não foi possível implementar a proposta integralmente. Foi percebida a necessidade de testar sua implementação e operação em outras empresas do setor de alimentos, para avaliar não só a consistência da mesma, senão também sua flexibilidade para se ajustar às especificidades locais e detectar oportunidades de melhoria. Palavras-chave: qualidade do alimento, segurança do alimento, BPF, ISO 9001 (2000) e APPCC, Resolução ANVISA RDC 275/01, indústria de sucos, sistema integrado de gestão.

碩士
逢甲大學
工業工程學所
91
Nowadays, Quality Management System, ISO 9001:2000 had been published by the International Organization for Standardization in December 15th, 2000. The transition period is three years after publishing. That is, the organization can be certified by either 1994 version or 2000 version within the transition period. After that, the version of ISO 9001: 1994 will been annulled. Recently, many organizations were certified with ISO 9001:2000 version. In the process of auditing, two important problems were risen: one is how the organization conform with the requirements of audit by certification body, and the other is how the organization implement the requirements of Quality Management System and improve continually. In this study, a questionnaire was designed by Bureau of Standards Metrology and Inspection (BSMI). The following problems were investigated. (1) How the organization understands the new version ISO 9001 system? (2) What are the barriers of implementing the system? All the collected data are analysis by statistical method. The defects that may occur in the organizations are pointed out and some suggestions are provided to implement the new Quality Management Systems as references for continual improvement.

碩士
大葉大學
國際企業管理學系碩士班
91
The purpose of the research is to exam the influence of attitude, awareness, and confidence of participants to the achievements in the processes of implementing quality assuring confirmation system of ISO 9001 : 2000. The expectation of this research is to establish an investigation system in the processes of implementing a special project in order to become the references or guidelines for top-level and counseling organization in the future. The previous researches mostly focus on the analysis after implementing project but the establishment of a special project spends lots of time and inputs lots of human and material resources before the outcome comes out. When the problems exposed after the analysis of implementing project, the huge wastes of resources of related organizations have already happened even impossible to compensate (Ex. Negative image of impression).It is undoubted to establish an investigation system in the processes of implementing a special project. The prevention is much more important than curing. This research chooses three factors, attitude, awareness and confidence, which are deeply impact on human behaviors through profound interviews to find out the influence of those three factors to the achievements in the processes of implementing quality assuring confirmation system of ISO 9001 : 2000. The initial result of the research finds out the relationship as follows. The confidence is more obvious to influence on the achievements of participants. The relations between awareness and attitude and participants are weak.

碩士
淡江大學
管理科學研究所企業經營碩士在職專班
94
Globalization is needed strongly more and more for enterprises, therefore acquire an international certification of quality management and to contact with all the countries all over the world is becoming a mega-trend. ISO9001 Quality Management System amended from edition 1994 to edition 2000, from Quality Assurance System into Quality Management System has adjusted the need of quality system and production-marketing tendency in the integral economic environment and help the enterprises to reach the creation and renovation purposes to meet challenges of competition. Under the structure of Certification Audit of ISO9001:2000, manufacturing industries has been verified with unconformities by external audit and through corrective actions on these unconformities, the enterprises finally attain the certification of ISO9001:2000. In order to get a faster way to obtain an certification and avoid to spend time to correct the unconformities from quality management system, enterprises has to follow the result of this study, which has offered the key points and methods of improvement in quality management system through the collecting, clarifying any analysis of 351 companies, 1413 cases of audited reports. The result of this study showed an enterprise wants to own its competition power and to operate continuously, it should have to the plan continuously, control all the process every minute, check the whole management system frequently, to complete all the corrective action actually, eliminate all the elements of potential unconformities, and finally to undergo a real practice of P-D-C-A cycle.

碩士
國立雲林科技大學
企業管理系碩士班
95
This research focus on four aspects of building a quality management system in Taiwan’s SME including management, Planning . implementation ﹒ And the result as follows : 1、Management （1）Team leader with high motivation and participation will also encourage other members to understand what is import of a quality management ． Beside with trust each other members will cooperate more together to solve problems of implement quality control operation ﹒ （2）Companies with more motivation and proper quality control system will get better quality management performance ﹒ （3）The policy maker’s value of management will convert to actual quality improvement laws followed by all team members and the management control goal will also be completed more quickly ﹒ （4）IF top managers take care of each members intellect and ability and will offer ideal learning environment to reduce those discourage while deal with a new quality control plan then the team members will pay more attention and courage to Fit the rules of construct a good culture of quality manage system ﹒ 2、Planning （1）Client with unsuitable motivation and have hired those consultants who has very low morality ,the road to a successful quality management result will very rocky﹒ （2）A quality management system is a kind of operation which is combined with vary kinds of connection , all staff must understand each other must know each other’s main jobs and confirm the import steps or process of building a quality control system ﹒ （3） With the writing of the quality management documents could make team members know all the impact of building a quality management system and members who Have received the writing training program could strength the ability of thinking and problem solving ﹒ （4）Though client who has a proper quality maintain system members with less motivation of action would reduce system’s effect of the products quality .So a good quality control plan should always contains clear explain of reward and punish even offer the proper source to systems and need training programs ﹒ 3、 Execution （1）With job description of operation. Clear duties explanation ,meeting . project management and competition could help all team leaders to elevate their leading ability .decision making and other professional skills ﹒ （2） If product came from an error design and could not be corrected immediately Company will loss their market Beside Company always has few new product planning will also loss their competitively . For SME with new product creation and cooperate with academic organization will increase the new product planning ability . (3）Company sometimes have too details of describing job definition will make members miss their change to join other projects , a open job assignment program will help members to exchange their information and working experience to build a more practical relationship among the a staff. （4）While company decide out sourcing production , there would get quality errors because of outside management . Company should build a good communication model to each product and use products inspect system to fit all needs form other client those will also improve the relationship and quality control ability to all team groups. （5）Quality management system will failure due to the follow reasons: No proper original concept design of the products , quality controller’s low education and professional skills . This could be improve with training and more practice requirement and leaders will play the most important roles of the total quality control result leaders must insisted in the quality control plan to let all System could holed on the way 4、Improvement （1）With quality monitor system and online precaution system would reduce the damage of quality errors for a company﹒ （2）Some company have low frequency of interior inspection of product quality and could not find out the problems at head of the company . Some company which has to much audit activity also make disorders to a normal operation condition﹒ （3）All staff should work as the same steps by proper duty assignment and other opening negotiation beside improve the working environment as could as possible to reduce the unstable feeling of employees this would also keep all staff in a health condition , if necessary company could offer more resources for training programs that would also increase the efficiency of the quality maintain system . (4）Before build a quality management work flow , Under the quality control system if company could see through all aspect of other Management projects which are the key points to create the quality systems then company will also get more flexibility to face their competition. And could finally get a good communication with each other parts of the company to earn more benefit form the quality management implementation . （5）Market researching should including local laws , company would use interview method experimental method to understand what customer need in order to get a proper product design to build a new sale region, beside the producer should always offer a good product operation menu to make customers and other designers more good understand of the product to improve the producer build a more suitable quality management system.

Dissertação de Mestrado em Gestão.
A gestão da qualidade desde há muito que tem vindo a ser estudada, contudo, continua, ainda, a ser um dos estímulos mais importantes com que as organizações se deparam. Assim, implementar um Sistema de Gestão da Qualidade e certificá-lo tem vindo a ser um enorme desafio, mas que quando as organizações se propõem a fazê-lo pode trazer inúmeras vantagens quer para a própria organização quer para os colaboradores. Como vantagens são, então, mencionadas o facto de melhorar a imagem da empresa, aumentar a sua competitividade, confortar os clientes com ideia de ser uma empresa segura e com qualidade, distinção face à concorrência, colaboradores mais motivados, porque sabem o que esperam deles, e o que deve ser feito e como deve ser feito, entre outras. Os objetivos deste trabalho de projeto focam-se, então, em implementar um SGQ de acordo com a norma NP EN ISO 9001:2008 numa microempresa própria, que se tem vindo a demonstrar ser uma empresa em crescimento, mas que no entanto conta com uma grande concorrente e que, por isso, implementar e certificar o SGQ pode ser uma grande arma competitiva e fator de distinção. Deste modo, este trabalho encontra-se dividido em dois grandes capítulos. Um, primeiro, destinado à análise bibliográfica do tema em questão e, no segundo capítulo é feita uma análise da empresa para qual é desenvolvido e implementado o SGQ, posteriormente é então desenvolvido todo o sistema para finalmente ser implementado. Neste capítulo também é feita uma análise da Avaliação da Satisfação dos Clientes, através da análise estatística dos dados vindos de cem questionários realizados a clientes aleatórios da DoceBiju em dois períodos definidos, os dados e tabelas que constam neste trabalho são provenientes do “IBM SPSS Statistics 20”.
The quality management has long been studied, however, still remains one of the most important incentives that organizations face. Thus, implementing a Quality Management System (QMS) and certify it has been a huge challenge, but when organizations intend to do so can bring numerous benefits to both the organization itself and for employees. The advantages are then mentioned the fact that improving the company image, increase their competitiveness, comfort the customers with the idea of being a safe and quality more motivated now award against competition, reviewers, because they know what is expected of them, and what should be done and how it should be done, among others. The objectives of this project work, then focus on implementing a QMS in accordance with the NP EN ISO 9001:2008 own a microenterprise, which has shown to be a growth company, but nevertheless has a major competitor and, therefore, implement and certify the quality management system can be a major competitive weapon and distinguishing factor. Thus, this work is divided into two main chapters. A first for the literature review of the topic and, in the second chapter an analysis of the company for which it was developed and implemented QMS is then subsequently developed the entire system to be implemented is finally taken. In this chapter an analysis of the Evaluation of Customer Satisfaction is also done through the statistical analysis of data coming from a hundred questionnaires applied to random customers DoceBiju defined into two periods, the data and tables contained in this paper are from the "IBM SPSS Statistics 20".
Orientação: Professor Doutor Júlio Faceira Guedes.

碩士
龍華科技大學
機械工程系碩士班
102
Today the most of quality assurance system in global manufacturing industry require using ISO9001 international quality management system. Therefore, this study is aimed at the results of Taiwan enterprises passing the ISO9001 international quality management system certification to conduct the research and analysis. by the results of this study to provide manufacturing industry with proposals which improve the quality performance and enable the results which enterprises lead in the quality management system to be improved, as well as increase the competitiveness in the market. In this study, collected, investigated and summarized the literature, collated and clarified the definition of quality, overall quality management and the results of manufacturing industry importing, and established the main structure of this study to meet the research demand. Through the pre-tested and corrected by experts after designing the questionnaire. Therefore, the study presents two conclusions as below: 1. Through the study found that in the resulting benefits what the manufacturing industry got from implementing the quality management, to obtain customer’s trust and recognition, and to decrease the complaints from customers are the most obvious growth, while the profitable growth hasn’t been shown on reducing the costs to increase the effectiveness. 2. By the data of researches the result was proved that five performance measure of the quality management system: “quality management system”, “management responsibility”, “resource management”, “product realization” and “measurement, analysis and improvement” are positively involved in the overall effectiveness and quality management system. Therefore, if an enterprise want to let all aspects of organizational performance with excellent performance by adopting ISO9001 quality management system, it should certainly perform five level of ISO9001 quality management system to make the manufacturing industry improve successfully and obtain good results.

A certificação pela norma ISO 9001 não assegura excelência organizacional e as conclusões sobre os benefícios e respetivos impactos no desempenho das organizações são contraditórias. Neste contexto, pretendeu-se analisar se a utilização conjunta ou integrada da norma ISO 9001 e de ferramentas ou metodologias lean potencia os benefícios esperados da certificação da qualidade. Para o efeito, utilizaram-se como bases conceptuais a norma ISO 9001 e o pensamento lean. Foi desenvolvido um questionário, com base na revisão bibliográfica sobre os benefícios dos sistemas de gestão da qualidade e nas ferramentas lean referidas num estudo de integração ISO 9001 e lean, para testar as hipóteses e as proposições resultantes da revisão de literatura. Este foi enviado para 4068 empresas certificadas pela norma ISO 9001 em Portugal. Obtiveram-se 231 respostas, correspondendo a 6% da população em estudo. Os dados foram analisados por intermédio de estatísticas simples e de testes paramétricos e não paramétricos. Os resultados obtidos mostraram que as empresas portuguesas após se certificarem sentiram os benefícios relatados na literatura. Estes benefícios variaram, em tipo e expressividade, consoante a motivação para certificação, antiguidade do certificado e dimensão da empresa. A implementação de ferramentas lean nas empresas certificadas provocou um acréscimo médio positivo em todos os benefícios obtidos com a certificação, apresentando valores superiores aos sentidos pela certificação na redução de custos e na redução do tempo de entrega. O tipo de ferramentas mais utilizadas e a integração das ferramentas lean utilizadas com a norma ISO 9001 apresentam similaridades com resultados internacionais.
The ISO 9001 certification does not ensure organizational excellence and conclusions about the benefits and their impacts on organizational performance are contradictory. In this context, we sought to examine whether the joint or integrated ISO 9001 and lean tools/methodologies enhances the expected benefits of quality certification. To this end, we used ISO 9001 and lean thinking as conceptual basis. A questionnaire was developed based on literature review on the benefits of quality management systems and lean tools, to test the hypotheses and propositions developed. This was sent to 4068 companies certified by ISO 9001 in Portugal. 231 responses were obtained, corresponding to 6% of the study population. Data were analysed using simple statistics and parametric and nonparametric tests. The results showed that Portuguese certified companies felt the same benefits reported in the literature. These benefits vary in type and expression, depending on the motivation for certification, age of the certificate and company size. The implementation of lean tools in certified companies caused an average positive increase in all the benefits gained from certification, with values higher than those experienced by the certification on reducing costs and reducing delivery time. The most commonly used tools and the integration of lean tools used with ISO 9001 has similarities with international results.

碩士
國立臺灣科技大學
管理學院MBA
106
There are a lot of studies on the issue of ISO9001 Quality Management System. This research is processing on transition period so only few research discussed about the newest version of quality management system. Therefore, this research aims to explore ISO9001:2015 Quality Management System-Electronic Parts and Components Manufacturing in Northern Taiwan Region’s four important aspects: Strategic Planning Aspect, Process Approach and Risk-based Thinking Aspect, Knowledge Management Aspect and Communication Management Aspect. Methods of this research included literary analysis and interviews. Theory and practice problems were found after related survey and analysis. Observations and suggestions was described as following four aspects: 1. Strategic Planning Aspect: Top manager reviewed whole company will enhance other supervisor and employee involve on quality management system which more effective on practice side. 2. Process Approach and Risk-based Thinking Aspect: Evaluation of significant risk must to review again on risk analysis. If lack of employee or other elements, the past significant risk aspect must to consider to avoid mistake. 3. Knowledge Management Aspect: Top manager not only encourage employee on self-learning but also provide platform for discussing. New comer will shorten their training duration. 4. Communication Management Aspect: Using 5W1H process to clarify problems so that top management representative could express their management concept. Employee have no gap on transition time if communication management aspect combine with knowledge management aspect.

碩士
長榮大學
企業管理研究所
94
In a knowledge economic era, global economic development has transferred from a labor-based traditional industry to a knowledge-based industry. For this huge change, knowledge management will become enterprises’ important strategy as competing with one another. In the past, many small and medium traditional industries in Taiwan confronted the impact on ISO 9000 identification requirement. And now, they have to face again the challenge of how to introduce knowledge management to increase their competitiveness, as if using ISO 9000 identification to enhance the product quality ten years ago. Therefore, knowledge management now is every enterprises’ proceeding organization strategy. The key for those enterprises to compete with one another is how they obtain, distribute, store, and manage the professional knowledge in different sections. In the past, ISO 9000 identification caused a trend which enterprises were eager to proceed with. Organizations can establish the management system and standard operations procedures to improve their own quality control system with the spread and implementation. And now, ISO 9000:2000 quality management system will provide managers more efficient managing methods to proceed with knowledge management by improving measures, such as document management, management evaluation, interior audit, and procedure management. This research aims to put forward a framework of ISO 9000 quality management system and knowledge management through the ISO 9001: 2000 standard related literature. Furthermore, by interviewing small and medium traditional industries, this research Summaries the results indicating that the positive correlation between ISO 9001:2000 standard and knowledge management, as a reference for traditional industry while introducing knowledge management.

碩士
元智大學
工業工程研究所
89
Education, a long-term program, influences the competitiveness of a country directly; therefore, the development of education quality system is important. Recently, many education organizations have implemented ISO 9000 quality system to improve the quality of education. At present, the international standard ISO 9000:2000, compared with ISO 9000:1994, has been issued with great changes. The purposes of this research include the following items. First, we investigate the relation between service providers and customers in the higher education system through literature review. Second, we suggest a process-based quality system for higher education based on ISO 9001:2000. Third, we suggest some guidelines for education organizations in the pursuit of improving quality of education. These guidelines are based on the eight quality management principles of ISO 9004:2000. The findings from cases analysis of ISO 9000-registered universities and in-depth interviews with assessment organizations or registrars are used to fine-tune our proposed approach. The results of this study will provide useful references for those education organizations that are pursuing ISO 9000:2000 quality system. Keywords：ISO 9001:2000, ISO 9004:2000, eight items quality management principles, higher education, quality of education

碩士
開南大學
資訊管理學系
97
There are 396 domestic/international banks and related organizations, in Taiwan. In order to lower down the expenses of man power, machine maintenance cost, hardware & software purchase costs and process related costs, most company had adopting outsourcing business in certain areas after get the approval of FSC(Financial Supervisory Commission). The outsourcing business including Data Capture, Statement Printing, Credit card embossing, 3rd party sales etc. Every organization look for stable performance and service quality to provide the best customer service to increase customer bases and stimulates the average spending by both internal business and outsourcing business. The ISO 9000 management system had become more and more important, and it is the basic criteria when a bank selects the outsourcing vendors now. There are 1,205 business had passed ISO 9001:2000 since 1981 (http://civil.bsmi.bov.tw/bsmi_pqn/), the purpose of deploying ISO 9001:2000 targets for shorten timeline, lower the costs, and ensure certain quality. However, if ISO 9001:2000 deployment can bring the better benefits and incomes by organization? The percentage of ISO inputs and deployment post launch will have influence to see if ISO can have long term influences and make business to reach the target. Here has provided a case in this research to have related results analysis by observing one foreign bank’s partner company to see how it works after deploy ISO 9001:2000 by project management. The research had 3 major topic as follow : (1)Deploy ISO 9001:2000 Quality Management System via Project Management approach. (2)Take Balanced score card as (BSC, Balanced score card) metric to measure ISO 9001:2000 launch KPI (3)Take X company as example to verify (1) approach and (2) measurement evaluation

碩士
台灣首府大學
工業管理學系研究所
99
It is ten years ever since National Police Agency, Ministry of the Interior started leading the quality management system of ISO 9001:2000 into police forces, and all police bureaus or departments in Taiwan had continuously completed evaluation jobs in the three years from 2004 through 2006, fully bringing about the trend of ISO quality management that resulted in different impressions. To date, no one but Tainan County Police Bureau successively keeps putting the ISO quality management evaluation jobs into practice annually. Having been an evaluator for Tainan County Police Bureau as well as an undertaker in charge of ISO quality management evaluations for Jiali Police Precinct ever since 2004, I have observed it a common consensus that Tainan County Police Bureau deserves positive appraisal in terms of implementing ISO quality management, but, viewing both from higher and from basic police levels there are negative flaws. High-level officers probably impute the flaws to basic levels not exerting their strength, while the latter ascribe the blame to improper policy making of the former. Either the problems are out of policy or of job practices, police forces are obligated to find a solution. This research thus is to probe into the problems arising from Jiali Police Precinct’s practicing quality management system of ISO 9001: 2000 in expectation of figuring out solutions workable. Adopting questionnaire survey, this research probes into two dimensions of organizational accomplishments, and of quality management system of ISO 9001:2000, using Principal Concept Analysis, and Cluster Analysis to locate what had been achieved in Jiali Police Precinct in former Tainan County. The analyses reveal 30% active and 70% passive in performance in dimension one; and 35% good and 65% not good in performance in dimension two respectively, implying that there is space for improvement.

碩士
元智大學
工業工程與管理學系
90
The research purpose is in response to the important role of third party logistics in supply chain management as well as in Taiwan’s development on global logistics. The ultimate expectation in this research is to establish a standard quality management system within third party logistics, complying with ISO 9001: 2000 and other requirements from existing Taiwan industries and outlook. The research methodology is comprised of practical experiences, literature review, indirect information and expert interviews. A systematical analysis is performed on the result to differentiate the characteristics of logistics, third party logistics and the standard family of ISO 9000s: 2000. A “SWOT” analysis is also carried out to divide ISO 9001: 2000 articles into 7 categories: definition, strategy, plan, do, check, action and system standardization; research the requirements and application of the categories on third party logistics system. The research result is to practically devise the requirements and process flows of quality management within third party logistics, aiming for providing a useful reference to Taiwan industries in internal operations and external criteria. Keywords: supply chain, global logistics, logistics, third party logistics, ISO 9000, ISO 9001, quality management

碩士
樹德科技大學
資訊管理研究所
97
Applying ISO standard Quality Management System is of importance in process of reforming administrative procedures in State Administrative Organizations of Vietnam. Like other cities/provinces of the country, Hanoi has already laid down policies to intensify applying ISO standard Quality Management System in departments, services directly under Hanoi city aiming at speeding up its process of administrative reform. Hanoi Department of Information and Communication is one of the departments applying ISO 9001: 2000 Quality Management System. During process of application, it is recorded that some rudimentary results have been achieved; however, there are some pending matters which need to be studied for quick solutions. This study focuses on surveying results of application of Vietnamese Standard ISO 9001: 2000 Quality Management System to evaluate achievements as well as shortcomings in order to propose solutions to raising effectiveness in State management.

碩士
國立交通大學
管理學院碩士在職專班工業工程與管理組
94
Abstracts Because of the globalization of the supply chain, most of the enterprises expanded their suppliers from regional suppliers to global suppliers. Moreover, with the advantage of cheap cost, China’s economics has developed rapidly. Consequently, China becomes '”the factory of the world “. This fact causes a great impact on the industry of Taiwan, which relies mainly on the Original Equipment Manufacturing (OEM) business model. A large number of Taiwanese firms have already moved to China. Taiwan is facing the industry's cavity crisis now. In order to compete with the Chinese business market, industry in Taiwan needs to enhance the product quality; In this case, a fine quality management system is very important. The ISO 9000 quality management system is a collection of various international quality systems which are adopted by industries of many countries. Since the ISO 9000 series was first introduced in 1987, many companies or manufacturers have proved their products’ quality by obtaining certifications of ISO 9000 series. However, as the ISO 9001:2000 , the revised version of ISO 9000 series, was published, companies need to adjust their management system to meet the new requirements of ISO 9001:2000. This has a great impact on company’s management system. Companies need to set up a competitive quality management system to obtain the real benefits through implementing the system of ISO 9001:2000. Process approach is one of the eight quality management principles on which the quality management system standards of the revised ISO 9000:2000 series are based. Therefore, the objective of this study is to employ the process approach to enhance a company’s quality management system to meet the requirements of ISO 9001:2000. In other words, this study develops a complete procedure utilizing process approach and performance management to continuously improve the quality activities so that companies may obtain a real improvement in their products’ quality. A real case from a purchasing management procedure of a Taiwanese company is utilized to demonstrate the effectiveness of the proposed system.

碩士
樹德科技大學
經營管理研究所
94
Abstract This study investigates the total organizational performance for ISO9001:2000 certified enterprises in Southern Taiwan by survey and literature review. Five terms of quality operational performances are studied in the analysis including, 1.quality management system,2.responsibility of quality management,3.management of quality resource,4.realization of product quality, &5. quality measurement, analysis and improvement. The following results show the different variances toward the five operational performances for the enterprises with different basic attributes. The different locations of enterprise contribute significant variances on two operational performances including ,management of quality resource and quality measurement, analysis and improvement. The different industrial sectors have significant variances on the operational performance of management of quality resource, The total employee number exhibits significant variances on the operational performance of quality management system. Furthermore, no significant variance on the operational performance is found toward the difference of commercial capitals and the certified timing. Meanwhile, in respect to the variance between total organizational performance and the five terms of quality operational performances, it is indicated that the there is no relation of the Beta values in between the operational performance of quality management system and the total organizational performance. However, a significant variance is revealed on the operational performance of quality measurement, analysis and improvement. Key words: ISO 9001、five terms of quality operational performances、basic attributes、total organizational performance

碩士
朝陽科技大學
企業管理系碩士班
90
Subtract The international standards of ISO 9000 series are revised every five years as well as are modified every a decade in order to remind everybody of keeping an eye on the importance and improvement of quality. The major difference between the 1994 and 2000 versions is that ISO9000:1994 emphasizes the compatibility of quality insurance models and contrastively, ISO9000:2000 emphasizes the effectiveness of quality management systems. From the references, we summarizes the related key factors and the performance criteria for implementing the ISO 9000. Then, by following the process of designing, pretesting and conforming questionnaire by interviewing, a formal enquiry is made. We obtain the results as follows. 1.As compared with ISO 9000:1994, ISO 9000:2000 makes a remarkable impact on such performance criteria as increasing productivity, decreasing production cost, and promoting profit-making capability. In the other side, no evident proofs support ISO 9000:2000 can promote customer satisfaction, enterprises reputation, and management image. 2.With respect to eight quality management principles, ISO 9000:2000 has the same influence as ISO 9000:1994 on the design controlling, and the entire personnel involving. However, ISO 9000:2000 significantly influences the focus on customers, the leadership, the process approach (excluding design controlling), the systematical management, the continuous improvement, the decision-making on facts, the mutually beneficial relationships with suppliers. 3.Finally, our study also finds that ISO 9000:2000 increases the productivity via the decision-making on facts, and the mutually beneficial relationships with supplier. The decrease of production cost is positively associated with the focus on customers and the mutually beneficial relationships with suppliers, but it is negatively associated with the decision making on facts. Besides, the promoting of profit-making capability positively affects the systematical management and the mutually beneficial relationships with the suppliers but negatively affects the decision-making on facts.

碩士
中華大學
經營管理研究所
95
The research of the non-conformity factors of the ISO 9001:2000 Quality Management System--Comparison of Taiwan, Vietnam and China Abstract The ISO9001 International Quality Management System was announced on March 15, 1987 and went through two-time revisions in the year 1994 and 2000 respectively. This Quality Management System is extensively accepted and adopted by the companies or organizations of the whole world because it offers the quality assurance of the products or service in the relation between suppliers and customers. Every company or organization regards passing this ISO9001 International Quality Management System as the honor. Up to the beginning of year 2006, at least 776,008 ISO9001 certificates had been awarded in over 161 countries or economic units. With the tides of China and Vietnam reforms and opening-up, many Taiwan enterprises competitively move overseas in order to obtain manpower & land at low costs and raw materials with ease. The original inside-island competition has changed toward global competition. Particularly, the competition from China and Vietnam with the most Taiwan enterprises is most violent. In view of this, the main purpose of this research is to probe the fundamental differences of the non-conformity factors in implementing the ISO9001 International Quality Management System between China, Vietnam and Taiwan in order to offer the reference opportunities when these Asia enterprises commence this International Quality Management System. Keyword: International Quality Management System; ISO9001; Nonconformity factors

碩士
國立成功大學
企業管理學系(EMBA)專班
91
If any organization passes the verification of ISO 9000, it means this organization conforms to the quality of a specific standard that guarantees the consistency of the quality on the products, service and process. However, the standard of ISO 9000 series doesn’t have any attempt to hide the structure of quality management system and consistency of the documents. The standard of its regulation only suggests the necessary factors for the proper quality management system, not use it as the way for the operation. Each organization must design their own systems to reach these requests. The verification of ISO 9000 series doesn’t guarantee the quality on the products and services of the organization are better than others. At most, we can only say that the organization with ISO series verification might be able to provide the consistent quality. Generally, ISO 9000 series verification can bring some performances to the organizations-internal and external performances. The internal performance is related to the procedures and structures of the organization, for example: increase the capacity, improve the efficiency, lower the cost and clarify the organization assignments and responsibility. These are advantageous to the decision of policy and participation motives of the staff. The external performances are the benefits related to the external environments of the organizations. For example: Competition advantage, increase the sale volume and market share, possibility of entering a new market, maintain the relationship with the customers, enhance the satisfaction of the customers, improve the reliability and reputation of the company. With the ISO 9000 series verification, except for these benefits, we also found some disadvantages from the documentation. For example, the extra cost for finishing the ISO verification, increase the paper work, overlook the development of the staff and backup units in the organization. At the same time, that the staffs are forced to obey the fixed procedure manual and regulations of ISO 9000 series verification might hinder the creative thought This study was done by referring documentation, collecting the ISO 9000 series verifications brought up by the domestic and foreign scholars and then added the successful key factors of the motives and fulfillment. After arrangement, it sums up the key factors and performance measuring variables of 2000 quality management system of ISO 9001 in this study. After being rectified according to the propositions of the specialists, the questionnaire was adopted for the manufacturers that passed ISO 9001: 2000 verification in South of Taiwan. After statistics and analysis, it obtains the following results: 1.The motives of the enterprises for ISO9000 series verification. There are two major matters, internal inducement and external inducement. 2.The key factors of the manufacturers that carry out ISO 9001: 2000 quality management systems in South of Taiwan. On the importance of recognition, it extracts 6 key factor aspects; “Rationalize the monitoring and examination and system”, “ Educational training and continuous improvement”, “ Support and determination from the high management”, “Participation and agreement of all staff” and “ The choices of the verification and counseling units”. 3.The key factors of the manufacturers that carry out ISO 9001: 2000 quality management system in South of Taiwan. On the aspect of satisfaction on the fulfillment, it extracts 5 key factor aspects. They are respectively “System rationalization, customer-orientation and continuous improvement”, “Support and determination of the high management”, “Educational training, company culture and leading styles”, “Communication, negotiation, examination, rectification and prevention” and “assistance from the external specialized counselors”. 4.The operation performances of the manufacturers in South of Taiwan after passing ISO 9001: 2000 verification. It extracts 4 performance aspects. They are respectively “Improvement on satisfaction of the customer and production process”, “Staff encouragement”, “Lower the cost” and “Profit factors of the markets”. 5.The manufacturers in Sought of Taiwan that carry out ISO 9000 series quality system all have positive improvements on all performances. 6.The followings are the 4 factors of factors and performance based on the 3 major aspects, motive aspect, the importance on recognition of the key factors and satisfaction on the fulfillment of key factors, of the manufacturers in South of Taiwan that carry out ISO 9000 series quality management system. By analyzing the relevance, the results show the relevant variables, totally 9 sets as following. (1). Internal inducement: Improvement of customers’ satisfaction and process. (2). System rationalization, customer-orientation and continuous improvement: Improvement of the customers’ satisfaction and process. (3). Support and determination of the high management: Improvement of the customers’ satisfaction and process. (4). Educational training, Company culture and Leading style: Improvement of the customers’ satisfaction and process. (5). Internal inducement: Staff encouragement. (6). External inducement: Staff encouragement. (7). Support and determination of high management: Staff encouragement. (8). System rationalization, customer-orientation and continuous improvement: Staff encouragement. (9). Assistance from external specialized counselors: Staff encouragement. 7.From the analysis on the study results of individual case, five company consistently considered that ISO 9001: 2000 revision direction is better and the version of 1994. It has positive result and help to the operation performances of the enterprises. But the extent of the improvement still depends on how much efforts the company put. Besides, by arranging the more important first 4 key factors, considered by the interviewed companies, it can be found that they thought “Support and determination of high management” and “System rationalization, customer-orientation and continuous improvement” are the most important factors for carrying out ISO 9001: 2000 quality management system.

Univerzita Karlova v Praze Filozofická fakulta Ústav informačních studií a knihovnictví Informační věda PhDr. Zuzana Šidlichovská Význam a design evaluačního výzkumu v oblasti managementu informačních služeb řízení informačních aktivit a toků v organizacích ze sektoru soukromých bezpečnostních služeb The importance and the design of evaluation research on information management management of information activities and flows in private security service organization Abstrakt dizertační práce v angličtině Vedoucí práce: Prof. Ing. Josef Basl, CSc. Praha 2015 3 Abstrakt dizertační práce v angličtině In the first part, the dissertation describes the importance and the design of evaluation research on information management at small and medium-sized enterprises in the area of private security services. Secondly, it provides a general mapping of current evaluation practices trends from all over the world as well as from the Czech Republic. Thirdly, the dissertation depicts the main characteristics of evaluation and evaluation research methodology focused on the target group of small and medium-sized enterprises in private security service sector. The main goal of the dissertation project is to map and discuss the current importance of evaluation research on information management. Its main output is to explore an...