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ISO-TQM-EFQM comparison

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ISO-TQM-EFQM comparison
QUALITY CONTROL
CLASS PROJECT

ISO-TQM-EFQM
A Comparison

TABLE of CONTENTS

ABSTRACT
1.INTRODUCTION
2. BACKGRAUND INFORMATION 2.1 INTERNATIONAL STANDARDS FOR ORGANIZATIONS (ISO) 2.2 TOTAL QUALITY MANAGEMENT 2.3 EUROPEAN FOUNDATION FOR QUALITY MANAGEMENT (EFQM)
3. A COMPARISON 3.1 ISO AND TQM 3.2 ISO AND EFQM 3.3 TQM AND EFQM
4. CONCLUSION
5. REFERENCES

ABSTRACT

This paper reports on research which explores the links and differences between quality assurance, or certification of the quality system according to the ISO 9000 series, the broader approach of Total Quality Management and European Foundation for Quality Management. First section of this paper outlines a typology of approaches to introducing ISO, TQM and EFQM. The second section of the paper explains similarities and differences between three quality systems first two by two and then all systems together. Major objective of this paper is to address the competing views on ISO, TQM and EFQM concepts in an attempt to show that these approaches complement each other.

1.INTRODUCTION

In recent years, many changes have been lived in every topic in the world and the most important change that affects the business is change about quality. Management system in a business refers to what the organization does to manage its processes, or activities, so that its products or services meet the objectives such as, satisfying the customer’s quality requirements, complying with regulations and meeting environmental objectives. Because of these reasons, business must attend the developing technology and change their quality angle. And with the help of constructed quality assurance system, business provides needs of customers, reduces cost of suppliers, increases the competitive power, and improves quality level and efficiency.

The International



References: [1] Alan Brown, Ton van der Wiele, “A Typology of Approaches to ISO Certification and TQM” Australian Journal of Management, Vol. 21, No. 1, June 1996,The University of New South Wales. [2] Mehdi Jamshidian, Arash Shahin, “ISO 9000 or Total Quality Management: Which One First?” University of Isfahan, Iran

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    References: Aarts, F. and Vos, E. (2001), “The impact of ISO registration on New Zealand firms’ performance: a financial perspective”, The TQM Magazine, Vol. 13 No. 3, pp. 180-91. Ashforth, B. (1985), “Climate formation: issues and extensions”, Academy of Management Review, Vol. 10 No. 4, pp. 837-47. Bannister, K. (1995), “What is ISO 9000 and why should you care?”, Plant Engineering & Maintenance, Vol. 18, pp. 25-31. Bowers, D. (1976), Systems of Organization, University of Michigan Press, Ann Arbor, MI. Brecka, J. (1994), “Study finds that gains with ISO 9000 registration increase over time”, Quality Progress, May, pp. 20-1. Brown, A., Van der Wiele, T. and Loughton, K. (1998), “Smaller enterprises’ experiences with ISO 9000”, International Journal of Quality & Reliability Management, Vol. 15 No. 3, pp. 273-85. Campbell, J.P., Dunnette, M., Lawler, E.E. and Weick, K.E. (1970), Managerial Behavior, Performance, and Effectiveness, McGraw-Hill, New York, NY. Cartin, T.J. (1993), Principles and Practices of TQM, ASQC Quality Press, Milwaukee, WI. ´s, ´ Casadesu M. and Jimenez, G. (2000), “The benefits of the implementation of the ISO 9000 standard: empirical research in 288 Spanish companies”, The TQM Magazine, Vol. 12 No. 6, pp. 432-41. Drexler, J.A. (1977), “Organizational climate: its homogeneity within organizations”, Journal of Applied Psychology, Vol. 62 No. 1, pp. 38-42. Emery, C. and Timothy, J.G. (1996), “Role of organizational climate in the implementation of total quality management”, Journal of Management Issues, Vol. 8, pp. 12-15. Field, G.R. and Ableson, M. (1982), “Climate: a re-conceptualization and proposed model”, Human Relations, Vol.…

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