An international comparison of the perceptions about the revised ISO 9000 quality system standards

Lessons learned from quality management system ISO 9001:2015 certification: practices and barrier identification from Brazilian industrial companies

Purpose

This study used a qualitative approach on five case studies in Brazilian industrial companies. The research used interviews, document analysis and on-site visits to collect and analyze data. The companies were selected based on the following criteria: operating in the industrial sector, updating their quality management system (QMS) process to ISO 9001: 2015 and agreeing to participate in this study.

Design/methodology/approach

This article aims to investigate the strategies of industrial companies adopted for ISO-9001:2015 certification in light of the six major advances concerning the previous version. Thus, QMS of other organizations can incorporate identified lessons learned, whether certified or not.

Findings

The main finding of the research is the systematization of a set of lessons learned in the experiences of implementing the six significant advances of ISO 9001 concerning the previous version by industrial companies in the State of São Paulo in Brazil. These lessons can and should be used by other organizations to improve their QMSs.

Practical implications

The practices identified in this empirical research can serve as benchmarking to assist quality managers from other companies in QMS certification based on ISO 9001: 2015 or even those not certified but interested in updating their QMSs. Therefore, lessons learned can significantly minimize efforts to improve your projects, processes, products and services. These findings can also help industrial companies improve their production efficiency and effectiveness through quality improvement.

Originality/value

The main novelty of the research is the consolidation of theoretical and practical analysis of the main changes in the latest version of the ISO 9001 standards. The efforts to fulfill those changes result in lessons learned. The “lessons learned” will form a new block of knowledge that will subsidize theoretical (new research) and practical (formulation of a new ISO 9001 standard and helps quality managers improve their systems).

The willingness of professionals to contribute to their organisation's certification

Purpose

This paper seeks to find out which factors influence the willingness of professionals to contribute to a certification process and to understand the rationale behind this willingness.

Design/methodology/approach

Based on literature, prerequisites are formulated for the willingness of professionals to contribute to certification. These are compared with the results of a study among lecturers at Universities of Applied Sciences in The Netherlands and Flanders about their willingness to contribute to accreditation of their schools. This study combines survey and Delphi research.

Findings

Professionals agree on the added value of certification systems. They are willing to contribute to the certification process, provided that a set of conditions is fulfilled.

Research limitations/implications

The case focuses on large organisations for which certification is obligatory. The findings may not apply in small or medium‐sized organisations or if the main driver for certification is internal improvement. Further research is needed to verify the generalisation of the results to other sectors and countries.

Originality/value

Research has shown that it is difficult to motivate professionals to contribute to certification. Little research has been done on the reasons why. The paper provides more insight into the difficulties that organizations face to commit their professionals to become involved in certification and turns these into requirements to be fulfilled to achieve commitment. These are relevant for organisations, which need the support of their professional employees to achieve management system certification.