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FROM quality gurus and TQM to ISO 9001:2015: A review of several quality
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Luís Miguel Fonseca
FROM QUALITY GURUS AND TQM TO ISO
9001:2015: A REVIEW OF SEVERAL
Article info: QUALITY PATHS
Received 04.11.2014
Accepted 02.02.2015
Abstract: A revision of several paths for the Quality journey is
UDC – 638.124.8 presented: from Quality Gurus and Total Quality Management
(TQM) models to the ISO 9000 International Standards Series.
Since ISO 9001:2008 is now in the revision process to the
expected ISO 9001:2015 version, an analysis is made of he
proposed changes and the underlying reasons and the impacts
foreseen on the more than 1.3 Million certified organizations.
This revision should be a step towards TQM and reflect the
changes of an increasingly complex, demanding and dynamic
environment, while assuring that complying organizations are
able to provide conformity products and services that satisfy
their customers. Major benefits are expected such as less
emphasis on documentation and new/reinforced approaches:
consideration of Organizational Context and (relevant)
Stakeholders, Risk Based thinking and Knowledge
Management.
Comments and recommendations are presented for
organizations wishing to implement or update their Quality
Systems accordingly to ISO 9001:2015.
Keywords: Total Quality Management, TQM, Quality
Management Standards, Management Systems, ISO 9001
revision, Business Excellence Models
167
organizations. movement started in the US more as Quality
According to Dahlgaard-Park (2008) there Control (in the 1950´s) went back to Japan
has been an evolution on Quality starting and come back to the US strengthened as a
with inspection, moving to Statistical management philosophy: Total Quality
Process Control, Quality Assurance and Management (TQM).
finally the Business Excellence Models. This Deming (1986) with its proposed 14 points,
perspective sees Quality Management as a come up with the PDCA (Plan – Do – Check
management philosophy, that has evolved – Act, original from Shewhartz, 1931) who
from a narrow and mechanic perspective was one of the pioneers on identifiable and
known has Statistical Quality Control to a fortuity causes and use of statistical methods
broader and holistic one, known as TQM and for quality improvement and stressed the
Business Excellence. need for Top Management involvement and
Starting with a Literature review of the constancy of purpose;
Quality Gurus and TQM approaches, the
Juran (1979), also made the point on the
EFQM Business Excellence Model is
need for Top Management involvement and
introduced followed by an overview of the
developed the Quality Trilogy (Planning,
ISO 9001 International Standard (Chapter 2).
Control and Improvement), made familiar
Chapter 3 and Chapter 4 outline the ISO
the use of the Pareto Technique and of the
9001:2015 revision process and the major
Quality Costs Measurement.
expected differences between the present
ISO 9001:2008 International Standard and To continue with the mainstream of US
the future ISO 9001:2015 revision. authors, Crosby (1979) also deserves a few
The papers ends with the proposed words. He come up with the concept of
conclusions (Chapter 5), including the Quality is Free by doing it Right First Time
feedback received so far from the ISO 9001 and conforming to Standards. He also raised
community, some advices to the ISO the need for Cost of Quality measurement
9001:2008 certified organizations and finally and Top Management involvement.
some analogies found during this research Going now to Asia, let´s start with Ishikawa
between Quality Management and (1986) that made major contributions for the
Organizational Theory fields. Cause and Effect Diagram use and preached
for the use of Quality Control at all levels of
2. Literature Review the organization and the notion of Internal
Customer.
2.1. Quality Gurus/TQM Finally but not least important, Taguchi
(1986) is responsible for the Loss Function
The Total Quality Management (TQM) Concept, the Signal to Noise Ratio and the
movement can be traced back to the 1980s Orthogonal Design of Experiments methods,
powered by major Quality Gurus like in addition to the importance of robust
Deming (1986), Juran (1979), Crosby designs.
(1979), Feigenbaum (1983), who was the The Quality Gurus had major initial success
first to use the term and also made the point mainly with Top Management by pointing
of the need for Top Management out the steps they should take for their
involvement, Ishikawa (1986) and Taguchi organizations success.
(1986). All of these Gurus had major
contributions to the TQM Movement But can we say today that the academic
although more recognized by practitioners world supports TQM as a scientific and valid
than the academia and surprisingly not approach or is TQM mainly supported by the
making a lot of citations of each other work. Gurus principles and practitioners?
To go even beyond, we could say that the According to Powell (1995) ‘TQM is an
169
underlying principles that form the Management System probably more due to
foundation for achieving external reasons than a real and effective
sustainable excellence in any business improvement model that in fact can
organization. be (Levine and Toffel, 2010).
The Model Criteria, based on Although ISO 9001 International Standard
Enablers and Results, that define cannot be considered as a TQM or a
the underlying principles that form Business Excellence Model it does indeed
the foundation for achieving incorporate many of the principles of these
sustainable excellence in any models and can be considered as a step
organization. towards that direction (Martinez-Costa et al.,
And the Radar that is a tool for 2009). There are common dimensions
driving systematic improvement in between ISO 9001 International Standards
all areas of the organization. and TQM (e.g., process management),
The Model aims to assess organizational however companies that implemented and
performance, to identify strengths and certified their ISO 9001:2000 Management
improvement areas by integrating existing Systems would still fall far short of
tools, procedures and processes, introducing implementing a comprehensive TQM system
a new way of thinking on the organization (Martinez-Costa et al., 2009). But we should
and identifying which actions drive results. remark that after the 2000 revision, the 2008
version has already being issued and it is
2.3. ISO 9000 series of International exactly one of the aims of the future ISO
Standards 9001:2015 to close even further this gap
between ISO and TQM. The basic core
Last but not least we have come to the third principles of TQM are still present and alive
Big Pillar of today’s Quality Movement: The and the future ISO 9001:2015 International
ISO 9000 series of International Standards. Standard should be a step towards TQM.
These standards started to be published by As per Figure One, ISO 9001:2008
ISO© (www.iso.org) back in 1987 as a key International Standard has achieved great
tool to allow for the growing international visibility with more than 1
internationalization of business and the need Million Organizations with ISO 9001
for common quality management system certified Management Systems (MS) all over
standards. Its success lead to the birth (or at the world.
least the significative growth) of professions ISO 9001 International Standards can be an
like “Quality Manager”, “Quality Auditor” excellent start to TQM, if it is interpreted in
and “Quality Consultant” and the standards a way that encourages the company to begin
were more targeted on middle managers. the process of continual improvement and
ISO always tried to stress that “output aligns its entire people toward that goal.
matters” but some (or many?) look into ISO
9001 and the certification of the Quality
Scientific studies (Boiral, 2012), have linked Six Sigma. How can the other more than
the success in the implementation of QMS 50% improve customer satisfaction by
ISO 9001 to the Organization motivations delivering quality products through
(most significant results when the controlled and innovative processes?
motivations are internal rather than external)
and to the way the standard is interpreted 3. The ISO 9001 International
and implemented. Also the studies of Levine standard revision process
and Toffel (2010, Harvard Business School)
concluded, by analyzing 1000 organizations ISO has a Directive governing the
of which 500 with QMS implemented and publication of standards (to be reviewed
certified and 500 without QMS implemented every 5 years). Sometimes the review
and certified, the first presented a set of confirms there is no change but are not the
indicators significantly more favorable than majority of the cases.
the others: 9% higher sales volume and
consequent additional profits; more The ISO 9001:2008 revision process started
employment (10%) and better wages (7%) by ISO/Technical Committee (ISO/TC) 176)
due to higher sales volumes and profitability, aims to assure that the future ISO 9001:2015
and in combination with ISO 14001 less International Standard reflects the changes of
waste and incidents (these effects are more an increasingly complex, demanding and
pronounced in small organizations). But dynamic environment and remains stable for
there are sources of concern: in a survey of the next 10 years. The requirements should
375 Portuguese ISO 9001 certified be clearly understandable and adequate to
organizations (Fonseca, 2012) only 38.4% provide assurance that organizations by
acknowledge using Basic Quality Tools, complying with them are able to provide
21.6% Advanced Quality Tools and 8.3% conformity products and services that satisfy
Total Quality Programs, Six Sigma or Lean their customers. ISO TC 176 has the
171
following structure: Subcommittee 1 (SC1) evaluation.
Terms and Definitions), SC2 (Quality Clause 10 = (ACT) Improvement.
Systems with Working Group 23 (WG 23) Although ISO 9001:2015 is not yet at FDIS
Implementation Guidance and WG24 (Final Draft International Standard), there
Revision of ISO 9001) and SC3 (Supporting are some familiar elements have been
Technologies). At the beginning of this omitted (e.g., Quality Manual is no longer a
process (October 2011) ISO conducted a specific requirement, the new requirement
web survey with approximately 12,000 for “documented information” gives greater
answers, with the following main freedom on how this is implemented) and
conclusions: some ideas have been reinforced or
64% of the respondents wanted introduced by the Subcommittees and
enhancement (7,918 responses) to Working Groups of ISO/ TC 176:
ISO 9001:2008.
More emphasis on process approach and less
The Top 5 Concepts were:
on documentation.
Resource Management, Voice of
Customer, Measures, Knowledge 1) After considerable discussion
Management and Risk Products and Services were chosen
Management. versus Goods and Services,
In addition there were free text requiring further update of
comments which concerned the terminology.
following five main issues: Top 2) Risk Based thinking was introduced
management involvement, Risk giving additional credibility to ISO
assessment, Business continuity / 9001 within Business and Top
planning, Inclusion of finance, Management by adding some
Resources / competence / work systematic evaluation of potential
environment. and actual issues with the aim of
making processes more robust and
Where are we now? capable.
Nov 2014: DIS has been approved. 3) Organizational context should be
April 2015: Publication of FDIS. considered and Interested Parties
Sept 2015: Publication of ISO concept was also introduced but
9001:2015 with the precaution we are referring
In response to the proliferation of different to relevant parties that must have
MS Standards the core elements have been some actual or potential impact on
standardized by the “Annex SL” (or “High the quality of products and services.
Level Text” as it is sometimes referred to) 4) Concepts like Change Control and
and it follows, the Plan Do Check Act Strategic Direction will be
(Clauses 6, 8, 9 and 10): reinforced on the future ISO
Clause 4 = The organization’s 9001:2015 standard, trying to
business environment and MS further approach and embed ISO
scope. 9001 and Business Management.
Clause 5 = Leadership and
organizational structure. 4. Detailed comparison of ISO
Clause 6 = (PLAN) Planning. 9001:2008 and ISO/DIS
Clause 7 = Support processes and 9001:2015 versions
capability.
Clause 8 = (DO) Operational 4.1. Quality Management Principles
processes.
Clause 9 = (CHECK) Performance ISO TC 176 proposed to review the Quality
173
management of inter-related standard but had now been
processes so, although Systems highlighted as, in practice, many
Approach” is not a principle, the systems fail because of incomplete
new principle is more powerful as it (or lack of) change management.
redefines Process Approach as the This is now included in three places
processes and their inter- of the standard.
relationships. Systems Approach is Strategic Direction: This
there in the new QMP and more requirement has been added to
clearly expressed. Management Review to try to meld
Continual Improvement: Clause 10 the business and quality systems,
is titled “Improvement” but clause but will auditors be ready for this?
10.3 is titled “continual Knowledge Management: Several
improvement, as there are several examples of companies where their
types of improvement e.g., Quality Management Systems
breakthrough and continuous (QMS) scope no longer matched the
improvement. expertise available, e.g. situations
were due to the economic crisis
4.3. New ideas introduced on the standard older staffs in organizations have
taken early retirement and, in many
In order to respond to the proposed outcomes cases, this has created a crisis of
of the challenges of the ISO 9001 revision knowledge management.
based on ISO Directives and on the aims of Leadership: “Top Management” is
ISO/TC 176 to assure the future ISO still there but Leadership doesn’t
9001:2015 International Standard reflects the quite align with the principles
changes of the environment and remains (where leadership is at all levels).
stable for the next 10 years, the following Possibly the right wording would be
new ideas have been included by ISO/TC “everything” and “everywhere”.
176 Working Groups in charge of the
revision process (www.iso.org): 4.3. Comparing ISO 9001:2008 versus
Risk Based thinking: As already proposed ISO/DIS 9001:2015
noted, this adds management
credibility to the standard. But The web site of ISO/TC 176/SC 2/WG 24/N
“risk experts” should note that this 112 has detailed tables comparing the
is not ISO 31000 but more a way of present ISO 9001:2008 International
thinking that replaces preventive Standard versus the proposed ISO/DIS
action and seeks to add some 9001:2015. In addition, SC2 will develop a
systematic evaluation of potential guidance document, ISO TS 9002:2015, to
and actual issues with the aim of be available when ISO 9001:2015 is
making processes more robust and published. Let’s notice that the clauses in
capable. Section 4 require the organization to
Interested Parties: this has been determine the issues and requirements that
added to clause 4.2 but with the can impact the planning of the quality
precaution that it is “relevant management system and can be used as input
interested parties”. To be relevant, for its development as presented in Figure
the interested party must have some Two.
actual or potential impact on the ISO/DIS 9011:2015 also proposes a
quality of the goods and services. processes model showing the links with the
Change Control: This was included clauses of the international standard (see
in the previous version of the Figure Three).
There are however, some issues still open application for “one-off” projects (updated
like sector guidance (possible way to address ISO 10006?).
concerns from Automotive Sector?) or
175
5. Conclusions 5.1. And what about the feedback from
ISO 9001 community?
Based on what we know, the author believes
we should not be concerned that ISO The ISO 9001 community has been very
9001:2015 will be a major source of active, either through the National Standards
problems for the more than 1 Million Bodies or by other more informal means like
certified organizations and the many Quality the web, to comment on this revision
Professionals and Scholars that work with it. process:
It will have major benefits for Quality Some like very much the “Annex
Management Systems with less emphasis on SL” approach, but other do not.
documentation and new/reinforced Some concerns that some
approaches like consideration of requirements are being soft grading
organizational Context and (relevant) (e.g., Design & Development and
Stakeholders, Risk Based thinking and Calibration).
Knowledge Management and should be a Concerns about “auditability” of
step towards TQM. The author thinks one of some requirements (The author
the major changes will be that organizations agrees this might be a major
have to be clearer about what they say they challenge for Consultants and for
are going to offer and the main question is Certification Bodies Auditors).
how far ISO/TC 176 can go without Some want more prescriptive
alienating the "traditional" user. requirements (e.g., Automotive
According to ISO the following will be the Sector).
major changes in terminology between Introduction of the concept of
9001:2008 and the proposed ISO/DIS “Relevant Interested parties” and
9001:2015 (source: 2014, ISO /TC 176/SC “Risk Based Approach” is a new
2/WG 24/N 112): reality.
From products to Products and Elimination of usual terminology
Services. and requirements like “Preventive
Exclusions not used anymore. action”; “Management
Documented records will change to Representative”, “Quality Manual”
documented information. still not liked by all.
Work environment will be
Environment for the operation of 5.2. And last but not least, what should
process. organizations do now?
Purchased product will change to
externally provided products and The author recommends organizations to
services. take into consideration the following
And Supplier will now be External suggestions:
provider. Stay tuned to what’s happening
There will be time for users to make any with the revision to ISO 9001.
adjustments necessary to their quality Get familiar with the concepts of
management system – a three-year transition “Risk-based thinking” and
period has already been agreed with “Relevant interested parties”.
ISO/CASCO and the IAF, after publication Look into www.iso.org, since
of the new version, during which periodic updates will be made
certifications to ISO 9001:2008 will continue available by
to be recognized. ISO/TC176/SC2/WG23.
Study ISO 9001:2015 DIS version
177
5.3. One final and last comment that demonstrates intelligence). It also relates to
might be useful for organization to choose Organizational Ecology were the
the right model environment constantly changes and Firms
vary and compete, and then some are
Let´s finish this article going back to the environmentally selected and reproduced
Quality journey and the three different until the niche reaches carrying capacity.
pillars of Quality presented in Chapter 1. - ISO 9001 users rely a lot on Bureaucratic
Many similarities can be noticed between the models and Organizational Culture. In
discussions of what models are best for an Bureaucratic Models the problem is divided
organization, with some discussions going and coordinated by activating organizational
on in the subject of Organizational Theory. actors who have special capacities plus
According to Scott (2003) organizations are standard operating procedures (SOP’s) for
conceived as social structures created by parts of the problem, conducting sequential
individuals to support the collaborative attention to objectives through localized
pursuit of specified goals, or in other words, searches until problems resolved). Action is
organizations are groups whose members guided by available routines. Within
coordinate their behavior in order to Organizational Culture actors seek
accomplish shared goals or to put out a expression and fulfillment of identity, and
product. organizational culture is the medium for it.
There are a considerable number of Through ritual expression, members either
organizational theories and we can try to align with or against the organization’s
match some with each one of the Quality mission and identity. But with ISO
Pillars (McFarland and Gomez, 2013). This 9001:2015 it will have to be much closer to
analogy between QM and Organizational TQM and Business Excellence as of today.
Theory approaches might be useful as choice As a final comment, there is no single best
criteria for the most suitable QM approach for all Quality and Organizational Model. It
for a particular organization: depends on the environment, on the industry,
- Quality Gurus/TQM approach is quite on the stakeholders and relationships, on the
similar to Neo-institutional theory, were culture and the capabilities of the
organizations try to fit in a field of organization. Each organization should
conformity to cultural norms to insure decide (and meddle) the best fit and that is in
survival and to reduce ambiguity. fact one of the main objective of the future
Legitimacy is a key “resource”, and it can ISO 9001:2015.
come at the expense of organizational
efficiency. Professionals carry the cultural Acknowledgment: The author thanks the
recipes and give them authority in Colleagues from ISO/TC 176 and from the
translations to the organizational context. Portuguese Technical Committee on Quality
Assurance and Management (CT80) for the
- Business Excellence is more related with
learning and sharing during this ISO 9001
Organizational Learning and Organizational
revision process. Thanks also to the
Culture: Acknowledges routines, but focuses
participants of seminars on Quality and ISO
on practices and the effort to continually
9001 revision subjects for the valuable
adapt, remember, and improve upon their
feedback received and a last special thanks
returns to outcomes via internal communities
to the Business Sustainability Conference
of practice and external outreach through
Organizers.
networks of practice (organization
179
Luís Miguel Fonseca
Polytechnic of Porto,
ISEP - School of
Engineering
Porto
Portugal
lmf@isep.ipp.pt