Process management practices and quality systems standards: Risks and opportunities of the new ISO 9001 certification

Business Process Management Journal

Volumn 9, Issue 2, 2003, Pages 149-169

  Biazzo, Stefano ^a   Bernardi, Giovanni ^a  

^a UNIVERSITY OF PADOVA   (Italy)

Author keywords

ISO 9000; Process management; Quality systems; Total quality management

Indexed keywords

EID: 84986101181     PISSN: 14637154     EISSN: None     Source Type: Journal    
DOI: 10.1108/14637150310468371     Document Type: Article

References (59)

1. Armistead, C. (1996), “Principles of business process management”, Managing Service Quality, Vol. 6 No. 6, pp. 48-52.
2. Armistead, C., Pritchard, J.P. and Machin, S. (1999), “Strategic business process management for organizational effectiveness”, Long Range Planning, Vol. 32 No. 1, pp. 96-106.
3. Askey, J.M. and Dale, B.G. (1994), “From ISO 9000 series registration to total quality management: an examination”, Quality Management Journal, Vol. 1 No. 4, pp. 67-76.
4. Avery, S. (1994), “What's wrong with ISO 9000?”, Purchasing, March, pp. 49-53.
5. Beattie, K.R. and Sohal, A.S. (1999), “Implementing ISO 9000: a study of its benefits among Australian organizations”, Total Quality Management, Vol. 10 No. 1, pp. 95-106.
6. Belmiro, T.R., Gardiner, P.D., Simmons, J.E.L. and Rentes, A.F. (2000), “Are BPR practitioners really addressing business processes?”, International Journal of Operations & Production Management, Vol. 20 No. 10, pp. 1183-202.
7. Bessant, J. and Caffyn, S. (1997), “High-involvement innovation through continuous improvement”, International Journal of Technology Management, Vol. 14 No. 1, pp. 7-28.
8. Bradley, M. (1994), “Starting total quality management from ISO 9000”, The TQM Magazine, Vol. 6 No. 1, pp. 50-4.
9. Brown, R. (1994), “Does America need ISO 9000?”, Machine Design, June, pp. 70-4.
10. Conti, T. (1999), “Quality standards development in a hypercompetitive scenario”, The TQM Magazine, Vol. 11 No. 6, pp. 402-8.
11. Curkovic, S. and Handfield, R.B. (1996), “Use of ISO 9000 and Baldrige Award criteria in supplier quality evaluation”, International Journal of Purchasing and Materials Management, Spring, pp. 2-11.
12. Curkovic, S. and Pagell, M. (1999), “A critical examination of the ability of ISO 9000 certification to lead to a competitive advantage”, Journal of Quality Management, Vol. 4 No. 1, pp. 51-67.
13. Dale, B.G. (1999), Managing Quality, Basil Blackwell, Oxford.
14. Dale, B.G. and Lascelles, D.M. (1997), “Total quality management adoption: revisiting the levels”, The TQM Magazine, Vol. 9 No. 6, pp. 418-28.
15. Davenport, T.H. (1993), Process Innovation: Reengineering Work through Information Technology, Harvard Business School Press, Boston, MA.
16. Davenport, T.H. and Prusak, L. (1998), Working Knowledge. How Organizations Manage What They Know, Harvard Business School Press, Boston, MA.
17. Dean, J.W. and Bowen, D.E. (1994), “Management theory and total quality: improving research and practice through theory development”, Academy of Management Review, Vol. 19 No. 3, pp. 392-418.
18. EFQM (1999), Eight Essentials of Excellence, European Foundation for Quality Management (EFQM), Brussels.
19. Elzinga, D.J., Horak, T., Lee, C.Y. and Bruner, C. (1995), “Business process management: survey and methodology”, IEEE Transactions on Engineering Management, Vol. 42 No. 2, pp. 119-27.
20. Filippini, R., Forza, C. and Romano, P. (1998), ISO 9000 e Qualità Totale. Che cosa cambia con la certificazione della qualità (ISO 9000 and total quality: what changes with quality certification?), Etas, Milan.
21. Gardner, R.A. (2001), “Resolving the process paradox”, Quality Progress, Vol. 34 No. 3, pp. 51-9.
22. Garvin, D.A. (1998), “The processes of organization and management”, Sloan Management Review, Summer, pp. 33-50.
23. Grant, R.M., Shani, R. and Krishnan, R. (1994), “TQM's challenge to management theory and practice”, Sloan Management Review, Winter, pp. 25-35.
24. Grover, V. and Malhotra, M.K. (1997), “Business process reengineering: a tutorial on the concept, evolution, method, technology and application”, Journal of Operation Management, Vol. 15 No. 3, pp. 193-213.
25. Hammer, M. and Champy, J. (1993), Reengineering the Corporation: A Manifesto for Business Revolution, Harper Collins, New York, NY.
26. Hammer, M. and Stanton, S. (1999), “How process enterprises really work”, Harvard Business Review, Vol. 77 No. 6, November-December, pp. 108-18.
27. Harrington, H.J. (1991), Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness, McGraw-Hill, New York, NY.
28. Ho, S.K.M. (1994), “Is the ISO 9000 series for total quality management?”, International Journal of Quality & Reliability Management, Vol. 11 No. 9, pp. 74-89.
29. ISO (2000), Quality Management Principles, available at: www.iso.ch/9000e/QMP.html
30. ISO 9001 (1994), Quality Systems – Model for Quality Assurance in Design, Development, Production, Installation and Servicing, International Organization for Standardization, Geneva.
31. Lee, R.G. and Dale, B.G. (1998), “Business process management: a review and evaluation”, Business Process Management Journal, Vol. 4 No. 3, pp. 214-25.
32. McTeer, M.M. and Dale, B.G. (1995), “How to achieve ISO 9000 series registration: a model for small companies”, Quality Management Journal, Vol. 3 No. 1, pp. 43-55.
33. Mann, R. and Voss, M. (2000), “An innovative process improvement approach that integrates ISO 9000 with the Baldrige framework”, Benchmarking: An International Journal, Vol. 7 No. 2, pp. 128-45.
34. Martinez-Lorente, A.R., Dewhurst, F. and Dale, B.G. (1998), “Total quality management: origins and evolution of the term”, The TQM Magazine, Vol. 10 No. 5, pp. 378-86.
35. Meegan, S.T. and Taylor, W.H. (1997), “Factors influencing a successful transition from ISO 9000 to TQM: the influence of understanding and motivation”, International Journal of Quality & Reliability Management, Vol. 14 No. 2, pp. 100-17.
36. Melan E.H. (1993), Process Management. Methods for Improving Products and Service, McGraw-Hill, New York, NY.
37. Meyer, J.W. and Rowan, B. (1977), “Institutionalized organizations: formal structure as myth and ceremony”, American Journal of Sociology, Vol. 83 No. 2, pp. 340-63.
38. NIST (2001), Malcolm Baldrige National Quality Award: Criteria for Performance Excellence, National Institute of Standards and Technology NIST, Gaithersburg, MD.
39. Nonaka, I. and Konno, N. (1998), “The concept of ‘ba’: building a foundation for knowledge creation”, California Management Review, Vol. 40 No. 3, pp. 40-54.
40. Nonaka, I., Toyama, R. and Konno, N. (2000), “SECI, ba and leadership: a unified model for knowledge creation”, Long Range Planning, Vol. 33 No. 1, pp. 5-34.
41. Ostroff, F. (1999), The Horizontal Organization, Oxford University Press, New York, NY.
42. Ostroff, F. and Smith, D. (1992), “The horizontal organization”, The McKinsey Quarterly, No. 1, pp. 148-67.
43. Pritchard, J.P. and Armistead, C. (1999), “Business process management: lessons from European business”, Business Process Management Journal, Vol. 5 No. 1, pp. 10-32.
44. Reedy, R.F. (1994), “ISO 9000 guidelines to increased costs and reduced product quality”, Cost Engineering, Vol. 36 No. 6, pp. 70-4.
45. Rohleder, T.H. and Silver, E.A. (1997), “A tutorial on business process improvement”, Journal of Operations Management, Vol. 15 No. 2, pp. 139-54.
46. Romano, P. (2000), “ISO 9000: what is its impact on performance?”, Quality Management Journal, Vol. 7 No. 3, pp. 38-56.
47. Russell, J.P. (2001), “Auditing ISO 9001: 2000”, Quality Progress, Vol. 34 No. 7, pp. 147-8.
48. Sakofsky, S. (1994), “Survival after ISO 9000 registration”, Quality Progress, Vol. 27 No. 5, pp. 57-9.
49. Searstone, K. (1995), “Total quality management: BS 5750 (ISO 9000, EN 29000)”, Total Quality Management, Vol. 2 No. 3, pp. 249-53.
50. Seddon, J. (1997a), In Pursuit of Quality: The Case against ISO 9000, Oak Tree Press, Twickenham.
51. Seddon, J. (1997b), “Ten arguments against ISO 9000”, Managing Service Quality, Vol. 7 No. 4, pp. 162-8.
52. Sinclair, D. and Zairi, M. (1995), “Effective process management through performance measurement. Part III: an integrated model of total quality-based performance measurement”, Business Process Re-engineering & Management Journal, Vol. 1 No. 3, pp. 50-65.
53. Smith, W.B. (1993), “Total customer satisfaction as a business strategy”, Quality and Reliability Engineering International, Vol. 9, pp. 49-53.
54. Spencer, B.A. (1994), “Models of organization and total quality management: a comparison and critical evaluation”, Academy of Management Review, Vol. 19 No. 3, pp. 446-71.
55. Talwar, R. (1993), “Business re-engineering – a strategy-driven approach”, Long Range Planning, Vol. 26 No. 6, pp. 22-40.
56. van der Wiele, A., Dale, B.G. and Williams, A.R.T. (1997), “ISO 9000 series registration to total quality management: the transformation journey”, International Journal of Quality Science, Vol. 2 No. 4, pp. 236-52.
57. West, J.E. (2001), “Implementing ISO 9001: 2000”, Quality Progress, Vol. 34 No. 5, pp. 65-70.
58. Yung, W.K.C. (1997), “The values of TQM in the revised ISO 9000 quality system”, International Journal of Operations & Production Management, Vol. 17 No. 2, pp. 221-30.
59. Zairi, M. (1997), “Business process management: a boundaryless approach to modern competitiveness”, Business Process Management Journal, Vol. 3 No. 1, pp. 64-80.