This 9 page paper considers a case study supplied by then student where a company that is quality conscious, but has jot formalised procedures want to gain ISO9000. The paper considers the suitability of the company and the advantages as well as outlines the first step; the creation of the quality manual.
Name of Research Paper File: TS14_TEisoman.rtf
Unformatted Sample Text from the Research Paper:
The company wishes to expand into the automotive sector and it is recognized that there is the need, at some point in the future, to gain the ISO 9000
mark as a mark of quality assurance. ISO is a quality mark associated with Total Quality Management. ISO 9000 is actually a
set of standards which are all concerned with the quality management of systems, and contains guidelines that relates to those systems. Therefore, it may be seen as being applied in
a manufacturing plant as much as in a call center, as there are processes in both of these organization that require quality processes in order to be able to meet
the customer requirements (Compton et al, 2000). The family is made up of five different components all of which look at different aspects of quality management (Elmuti, 1997). SIMC already
have many quality systems in place, with department taking responsibly for their own quality planning and there is a culture of quality assurance. Therefore, for this company to gain the
ISO 9000 mark there will still be effort and expense, but many of the system may be seen as potentially compliant. In studies for a small company, as SMIC is
described, where there are already compliant system in place it is projected that costs will be in the region of $5000 to $6,000 a year at 1994 prices to hold
and use (Brown, 1994). The certificate is granted for a three year registration. There is a lack of documentation but there does
appear to be well understood systems in place. For example, regular quality testing and different stages with a variety of tools, and a set system for non compliant products, which