Due to the restructuring of EDI and the dissolution of Distribution, DT was moved from the disbanding Distribution division and incorporated into the R & S division. This research paper will further include only five of the sections within IARC as three of the sections as stated above have already achieved ISO certification.
PROBLEM STATEMENT
- INTRODUCTION
- PROBLEM STATEMENT
- IMPLEMENTATION STRATEGY
- PURPOSE STATEMENT
- Objective
- Requirement
Therefore, the selection of the four-member task team for IARC certification is sound. 1987 (as cited in Cresswell, J.W, the purpose statement should provide a specific and precise summary of the overall purpose of the study.
IARC
- Dissertation title
- BENEFITS OF ACHIEVING ISO 9001: 2000 CERTIFICATION
- STRUCTURE OF THE DISSERTATION
- CONCLUSION
ISO 900 I:2000 certification is the first stage in the process of introducing a quality management system for any organization. ISO certification is the first stage in a quality management system, and the real benefits come with the implementation of quality management.
LITERATURE REVIEW
INTRODUCTION
- Accredited Bodies
- Quality Management Systems (ISO 9001: 2000)
- Implementing ISO 9001:2000
- Total Quality Management
- Change Management
- Organisational Culture
- Decision-Making
34;KAIZEN", continuous improvement "defined in section 2.5", constantly looks at the improvement of the existing process within the organization. For change within an organization, "in this case, the successful implementation of ISO to be successful the culture and attitude of the whole organization as such must be flexible and positive.
ACCREDITED BODIES
- Members of the IAF
SANAS is also the only South African body that is one of the Accreditation Body members of the IAF. The difference between the SAAKB and SANAS is that SANAS is an accreditation body linked to the IAF as a registrar.
SABS
ISO QUALITY MANAGEMENT SYSTEMS SPECIFICALLY 9000:2000 SERIES
- SABS ISO 9000:2000
- SABS ISO 9001:2000
- SABS ISO 9004:2000
However, for the purposes of this research paper, only the ISO 9000 series of quality management system will be researched. The difference according to ISO 9000:2000 between the approaches to the quality management systems in the ISO 9000 family and the excellence models lies in their scope. As previously mentioned, the new version of the ISO 9000 series is the 2000 version, which replaced the 1994 version.
It describes the basics of quality management systems that are the subject of the ISO 9000 family and defines related terms. Finally, the ISO 9000 family operates on the principle that an organization is able to understand the needs and expectations of its customers.
IMPLEMENTING ISO 9001:2000
Consultant Costs: These costs are directly proportional to the amount of time the consultant contributes to the implementation process. ISO 9001 certification opens doors for an organization, which leads to the continuous growth of that organization. Josephsson (as cited in Landin, A. et al., 2001) states that the processing costs were substantial in relation to the contract amount.
Both believe that implementing a quality management system can alleviate these costs. Because IARC primarily documents manufacturers, rework costs will be at IARC's expense in the long run.
TOTAL QUALITY MANAGEMENT
34; An effective system for integrating the quality development, quality maintenance, and quality improvement efforts of various groups in an organization to enable production and service at the most economical levels that enable complete customer satisfaction. TQM is a philosophy, a way of thinking and working, which is concerned with meeting the needs and expectations of customers, regardless of whether they are internal or external. TQM further moves quality away from a mere operational activity, but towards the activities of the entire organization.
TQM becomes the responsibility of the entire organization, everyone is involved, ultimately leading to a reduction of all quality costs, especially failure costs. Gabriel Pall, director of the IBM Quality Institute, quotes: “Market-Route benefits begin when improved quality increases the value of the product in the eyes of the customer.
CHANGE MANAGEMENT
- Change and trauma
In the so-called 'old days', when technology was still very basic and organizations had their own niche markets, changes could be introduced at a much slower pace due to the lack of competitiveness. H L > C & C < L, if learning is represented by L and change is represented by C, then the first symbol means you are ahead of the game - you are learning faster than things are changing. The second symbol can spell disaster, as things change faster than you learn, leaving you behind in the race.
Changes and individual traumas, in the same way that organizations go through stages of growth and development, so do individuals. Thomas Wolf (cited in Want, J. H. 1995.) quotes: “You cannot return home because home ceases to exist except in the mothball of your own memories.
ORGANISATIONAL CULTURE
It is ultimately the responsibility of the "Strategy Makers" to choose a strategy that is compatible with the existing organizational culture. He needs to change every facet of the culture that can hinder the effective execution of the plan. Changing the organizational culture or adapting it to the strategy is one of the most difficult things to do.
To create such an organization, the organization must make champions out of people who return to win its entire chain. The strategy manager must know the organization backwards, who has influence in the executive ranks, who is open to change, who are the defenders of the status quo, etc.
DECISION MAKING
Note: (Most major decision making in today's organizations takes place in a state of uncertainty.). The key to uncertainty decision making is to obtain as much relevant information as possible. The skill of effective decision-making can be improved by regularly applying the successive steps of the rational decision-making process.
The aim is to maximize the outcome of the decision-making and the sequential steps of the rational decision-making process are used. In conclusion, the success of decision-making is centered around three conditions, certainty, risk and uncertainty.
CONCLUSION
Note: Decision making research is based on notes issued by the University of the Witwatersrand, Johannesburg Faculty of Management Center for Developing Business, dated March to June 1993. It is therefore very important to minimize the uncertainty and to reduce the risk factor as far as possible. if possible. It is also very important to understand all the criteria and pros and cons that can lead to your decision.
These, in turn, can be considered to be the sections covering the "softer issues". The softer questions bring in the subjectivity, human involvement. In conclusion, it is very important not only to look at the hard facts but also to consider the softer issues.
RESEARCH DESIGN AND METHODOLOGIES
- INTRODUCTION
- RESEARCH METHODOLOGY
- RESEARCH DESIGN
- DATA COLLECTION
- Gap analysis
- Interviews
- DATA ANALYSIS AND INTERPRETATION
- CONCLUSION
My role in the team, in addition to helping with implementation, was that of an interviewer. It simply involves observing what is happening - watching and listeningH. The objective of the observation during the work in the working groups and during the training was to identify the "basic assumptions H. 2005). The purpose of the gap analysis was to identify the gap between the existing system and the proposed ISO system.
Fortunately, due to the fact that IARC has to work according to the TESCO process, they have seen some maturity within IARC. the techniques used for the interpretation of textual material are more varied than those applied to quantitative data. An extensive literature review was also undertaken to assist in the understanding of the research problem.
BODY OF KNOWLEDGE
INTRODUCTION
- Literature review
The gap analysis involved all employees of the five sections of IARC that are part of this research paper and was carried out to identify the so-called "gaps" between the existing documentation system and that required by ISO 9001:2000. Interviews were held with the three sections of IARC that are currently ISO certified and with three manufacturers that are certified.
LITERATURE REVIEW
- Corporate Culture
- Decision Making
This is because management involvement ensures the establishment and maintenance of the quality policy and ensures that the quality objectives are driven throughout the organization. None of the three mention using an external consultant in their approach to assist with the implementation process. Finally, none of the three articles, none of the interviewees and IARC did not investigate the implementation process.
An important point to remember is that marketing must understand the capability of the organization. These choices will be presented to the different sections at all stages of the process.
GAP ANALYSIS
The ISO 9004:2000 self-assessment approach is to evaluate the quality maturity of the quality management system for each major clause in ISO 9001 on a scale from I (no formal system) to 5 (best-in-class performance). . All graphs are available in Annex B of the DT Prepaid Development ISO Gap Analysis (not attached due to document length). Each workshop was represented by a steering committee that assisted staff in completing the self-assessment.
The steering group members who facilitated the sessions were involved in preparing the gap analysis. The steering committee felt that the information would not have changed with a higher percentage of responses.
INTERVIEWS
- External Interviews
Two of the three tact consultants as and when needed. Each of the three sections had different implementation timeframes, see Table 4-13, Implementation Timeframe. As with one of the three sections, one of the producers (the first producer) felt that certification was a penalty.
One of the three used the consultant tactically, as and when needed. Each of the three manufacturers had different implementation time frames, see Table 4-15, Implementation Time Frame.
CONCLUSION
As with the three sections, all three agreed yes when asked the question: "Will you implement ISO 9001:2000 afterwards." They further all agreed that they will implement ISO whether their customers require it or not.
FINDINGS AND RECCOMENDATIONS
- INTRODUCTION
- FINDINGS
- RECOMMENDATIONS
- Moving from Tri-angle Pyramid
- Proposed ISO 9001:2000 implementation process flow
- CONCLUSION
This can be seen in the fact that no research has been done to determine an optimal implementation process. The problem arose when the Steering Committee treated the implementation process in the same way as the TESCOD process. Good project planning appeared to be lacking and this caused major delays in the implementation process.
As can be seen from the above, there is no universally accepted ISO certification implementation process flow. Due to the fact that no universally accepted ISO 900 I:2000 certification implementation process exists, a new process is recommended.
BmLIOGRAPHY
- DOU ~ (5.3) a) How does the quality policy ensure that the
- Plannin2 5.4) a) How do the objectives translate the quality
- Responsibility, authoritv and communication (5.5) a) How does top management ensure that
- Mana2ement review (5.6) a) How does top management ensure valid
- Resource manaeement - General 2uidance (6.1) a) How does top management plan for
- People (6.2) a) How does management promote
- Infrastructure (6.3) a) How does management ensure that the
- Work environment (6.4) a) How does management ensure that the work
- Information (6.5) a) How does management ensure that
- Suppliers and partnerships (6.6) a) How does management involve suppliers in
- Purcbasinl! (7.4) a) How has top management defined
- Production and service ooerations (7.5) a) How does top management ensure that the
- Control of measurine and monitorine devices (7.6) a) How does management control the
- Measurement, analysis and improvement - General 2uidance (8.H
- Measurement and monitorine (8.2) a) How does management ensure collection of
- Equipment required
- Questions
- What benefits did you plan on achieving?
- What benefits did you achieve?
- Who was the management representative?
- Did you make use of a consultant?
- What process/approach did you follow with the implementation?
- Who was the registrar and why?
- SABS, BSI
- How long did the process take?
1994. How to Succeed in Your Masters and Doctoral Studies: A South African Guide and Resource Book. How does management ensure that the competence of people in the organization is sufficient for current and future needs. Question 12: Working environment (6.4)a) How does the management ensure that the work a) How does the management ensure that the work
How does the management ensure awareness among people in the organization about the connection between product quality and costs. Ouestion22: Control of measuring and monitoring equipment (7.6)a) How does management manage a) How does management manage.
