iso 9001 implementation case study (pdf)

Implementation of ISO 9001 in the Manufacturing Industry, a Literature Review

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• First Online: 30 August 2022
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• Prashant N. Shende 12 ,
• Aditya Kadao 12 &
• Adithyakrishna Palery 12  

Part of the book series: Lecture Notes in Mechanical Engineering ((LNME))

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22,027 International Standards have been produced by the International Organization for Standardization (ISO) (As of Feb 5, 2018). ISO 9000 is one of the most widely used ISO standards. ISO 9000 is a set of quality management system (QMS) standards that give companies and organizations direction and tools to ensure that their goods and services consistently satisfy client expectations, resulting in continuous quality improvement. ISO 9001 is a globally recognized standard for quality management systems. It is an important component of a well-rounded production management system. During a continuous improvement cycle, ISO 9001 helps to simplify the process, increase company performance, and boost efficiency. The case study shows how ISO 9001 was implemented in the manufacturing industry. To better understand the application and advantages of ISO 9001, we conducted a survey in a variety of ways to get input from various industries. Finally, the industry becomes more efficient as all of its processes are linked and understood by all parties involved. This boosts productivity and efficiency while lowering internal expenses. The industry will comply with all legal and regulatory standards. Because some industries and clientele demand ISO 9001 certification before conducting business, the industry can grow into new markets. In a few words, the abstract should describe the substance of the work.

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Ilkay MS, Aslan E (2012) The effect of the ISO 9001 quality management system on the performance of SMEs. Int J Qual Reliab Manag 29(7):753–778

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Department of Mechanical Engineering, YCCE, Nagpur University, Nagpur, Maharashtra, 441110, India

Prashant N. Shende, Aditya Kadao & Adithyakrishna Palery

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Department of Mechanical and Aerospace Engineering, Institute of Infrastructure Technology Research and Management (IITRAM), Ahmedabad, India

Mithilesh K. Dikshit

Mechanical Capacity Building Division, Space Applications Centre, ISRO, Ahmedabad, India

Ashish Soni

Department of Mechanical Engineering, University of Aveiro, Aveiro, Portugal

J. Paulo Davim

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Shende, P.N., Kadao, A., Palery, A. (2023). Implementation of ISO 9001 in the Manufacturing Industry, a Literature Review. In: Dikshit, M.K., Soni, A., Davim, J.P. (eds) Advances in Manufacturing Engineering. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-19-4208-2_27

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DOI : https://doi.org/10.1007/978-981-19-4208-2_27

Published : 30 August 2022

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ISO 9001 Case Studies

Explore our ISO 9001 case studies to witness real-world examples of how companies worldwide have successfully implemented our products to establish custom quality management systems and achieve ISO 9001 certification. These case studies provide valuable insights into the practical application of ISO 9001 and offer tangible proof of the results that can be achieved when utilizing the resources and expertise offered by 9001Simplified.

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How to achieve organizational excellence with ISO 9001: A case study

Business leaders are on a continual quest to maximize profits and customer satisfaction. Unfortunately, many see quality management as an overhead expense. If quality professionals are to be more proactive in organizational success, as suggested in ISO 9001:2015 , we need to address Quality Management System (QMS) implementation using a more business-oriented approach. To find out how, read the following ISO 9001 implementation case study.

The paradigm shift – Learn from the industry leaders

The following is a case study of how Dell Computer implemented their ISO 9001:2000 transition. It was first implemented in their Asset Recovery Business (ARB), which had major challenges in meeting its strategic business goals.

The directive was not merely to implement the 2000 revision for compliance, but to examine each element for creating a return on investment. We created a web-based tool called The Business Management Interactive System (BMIS), which was an enterprise-wide operational control system that embedded the requirements of ISO 9001:2000 into the workflow.

The directive from senior management

“ARB will be successful only by focusing on the management system as a whole.

• ISO 9000-1994 focuses on operations related to production and delivery of goods and service
• ISO 9000-2000 scope will require an enterprise-wide focus

The ARB Business Management System will be designed to address current and future management system requirements by incorporating a continuous process improvement methodology across the enterprise.”

Instead of the quality group conducting training for management, management opened the transition kick-off meeting with the following mandate:

• Ever-improving Value to Customers
• Marketplace Success and Enhanced Competitiveness
• Applicable to Entire Organization
• Process-Focused
• Assessments and Measures of Progress Toward World-Class

Implementation

The implementation team consisted of cross-functional individuals who each focused on their own areas of responsibility. A web programmer incorporated not only the QMS requirements, but all business functions into BMIS on the corporate web.

Every piece of data that anyone in ARB needs to do their jobs would be no more than three clicks away.

The screen saver is a scrolling real-time set of operational performance metrics that alerts the process owners to variations in effectiveness and timeliness.

The outcome

And here are the outcomes:

• Within a year of implementation, the division reported that they had turned around a significant operating loss to profitability.
• They were able to create a 40% business growth.
• They increased unit sales by 145%.
• They consolidated five manufacturing facilities into two.
• They reduced manufacturing costs by 15%.
• They reduced out-of-box audit defect rates from 28% to 7.3%.
• Their transition certification auditors praised BMIS as “best in class.”

These are the metrics that matter to business leaders. In this case, they are particularly significant because Dell amortized the cost of our consulting fees and the cost of the employees who worked on the transition in less than a year.

Making the transition

The table below is an overview of the transition from quality management to a business excellence model based on ISO 9001:2015.

This table is intended to guide the reader into potential enhancements to your QMS if you are striving for a higher level of excellence and greater return on investment.

Meaning of terms

Within the constraints of the blog post, the following are high-level summaries of the meaning of each term used in the crosswalk. Please use the comments section below if you desire more detailed explanations.

• 3.0 – Your organization will need to create definitions of “organizational excellence” processes and tools unique to your environment.
• 4.0 – Beyond the traditional QMS approach to organizational context, identify the contents of the mission and vision you will employ for achieving organizational excellence.
• 4.1 – 4.4 – Consider renaming your management system to Business Management System. It sends a message that the QMS is part of an enterprise-wide model for excellence.
• 5.0 – One of the foundational tenets of highly effective organizations is learning how to lead people and manage processes. Leading creates ownership. Managing people is often punitive.
• 5.1 – 5.3 – In the Dell example, the organization underwent a fundamental cultural renaissance from the top down. This is often not practical in existing organizations, but the traditional quality policy can often be enhanced to create an enterprise-wide mission plan.
• 6.0 – Planning a Business Management System is more holistic than simply implementing ISO 9001:2015.
• 6.1 – 6.3 – Consider a risk-avoidance approach to error-proofing your organization. Focus on identifying opportunities to identify foreseeable risk and include them in your planning.
• 7.0 – Another ambitious undertaking is to consider implementing outcome-based risk and reward metrics for all processes. Encouraging accountability is the basis for defect avoidance.
• 7.1 – 7.5 – If you do not have one, consider empaneling a standing, cross-functional committee to oversee the entire BMS. Conduct regular meetings with specific agendas of maintenance and improvement.
• 8.0 – The ISO 9001-based QMS has always been process-driven. Consider creating similar processes and metrics that do not currently exist in the rest of the organization.
• 8.1 – 8.7 – Within each element of 8, ensure that all process metrics are tied to business key performance indicators.
• 9.0 – Make the focus of improvement more about business excellence than corrective action or traditional process improvement.
• 9.1 – 9.3 – Include risk avoidance and business excellence in the activities of 9.
• 10.0 – Focus on enterprise-level improvement, not just on process improvement.
• 10.1 – 10.3 – There are new paradigms in implementing defect avoidance as a culture, not just nonconformance controls.

For more about ISO 9001 benefits, read this article: Six Key Benefits of ISO 9001 Implementation .

Consider alternative approaches to maximize your business objectives

This blog post is a very high-level introduction to The Evolution of Quality Management to Organizational Excellence. To implement it to the level that Dell ARB did requires fundamental cultural changes, bold risk-taking, and extreme commitment to the mission.

Many of you will find the concept overwhelming. You can, however, implement some of the tenets, like linking quality metrics to business key performance indicators, as a test case. You can become educated on the concepts of leading people and managing processes and gradually facilitate the transition.

For more benefits from ISO 9001 implementation, download this free white paper: How can ISO 9001 help your business grow?

To learn what ISO 9001 certification is, and why it is important, see this article: ISO 9001 Certification .

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Implementation of a quality management system (QMS) according to the ISO 9000 family in a Greek small-sized winery: A case study

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Quality management system (QMS) implementation has been claimed as one of the critical strategy to improve organisational performance. As a major government technical agency Jabatan Kerja Raya (JKR) has taken significant effort to implement QMS with the high expectation to ensure that all project delivered to the clients will meet or exceed their expectation. However recently there have been a lot of criticisms about the ability of JKR to fully reap the benefits of their QMS implementation. These claims seem to have some merit as evidently there are several projects delivered have experience quality problems or even failure. Therefore this study has been undertaken to reappraise the implementation of QMS in JKR. Several issues related to the problems and critical success factors for effective QMS implementation in JKR have been addressed. The methodology adopted for the study includes generating opinion from expert panel and questionnaire survey distributed to JKR personnel and its contractors and consultants. The findings from the study indicated that there is still some limitation in the level of understanding and knowledge in QMS implementation. Various factors to justify this limitation have been identified. Apart from that, the study also identified the factors that can support the development of the strategy for JKR to improve its ability to implement QMS in a more meaningful manner.

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Traditional quality management and monitoring has been shown to be unsuccessful. Today, emerging companies are vying for more value to the consumer in order to ensure their maximum success and sustainability. Many businesses want to ensure that their goods and services are of high quality in order to attract customers. The current situation is implementing quality engineering solutions in industries. Quality engineering is the method of evaluating, handling, designing, and maintaining various systems in compliance with high standards. This method ensures that each stage of the product development cycle is subjected to a thorough inspection by quality engineers, reducing possible losses by eliminating defects from the start. Furthermore, highquality maintenance is important and should be made available for a long time after the product has been shipped. Customers' preferences are shifting significantly, necessitating improvements in design and production technology, which is beco...

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