The experience of ISO 9000 implementation in Hong Kong

Pao Yue-kong Library Electronic Theses Database

The experience of ISO 9000 implementation in Hong Kong

 

Author: Tung, Wing-cheong
Title: The experience of ISO 9000 implementation in Hong Kong
Degree: M.Sc.
Year: 1998
Subject: Quality assurance -- China -- Hong Kong
ISO 9000 Series Standards
Hong Kong Polytechnic University -- Dissertations
Department: Multi-disciplinary Studies
Pages: xv, 257 leaves : ill. ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b1428593
URI: http://theses.lib.polyu.edu.hk/handle/200/2464
Abstract: This study is conducted using a questionnaire survey to explore the experience of Hong Kong's various organisations, in the different sectors, in implementing the ISO 9000 quality management system. Specially, it has four purposes. Firstly, it is to examine the adoption of the ISO 9000 system. Secondly, it is to study the implementation of the ISO 9000 system. Thirdly, the organisational changes as a result of the ISO 9000 implementation are reviewed. Lastly, by the experience of organisations in implementing the ISO 9000 system, their view on the future development of the ISO 9000 series is also studied. In Hong Kong, the ISO 9000 series are widely adopted by organisations of various business natures in private and public sectors. The three main reasons of adopting the ISO 9000 series are 1) improving quality image in the market, 2) gaining confidence/satisfaction from customer and 3) demand or request from customer. Whether the investment in time, cost or manpower, or the organisational restructuring that is required in achieving the ISO 9000 certification is justified depends on the own need and the particular situation of an organisation. In implementing the ISO 9000 system, the most critical success factor is top management commitment. Usually, steering committee will be established with top management's participation to monitor and give direction in the implementation. During the ISO 9000 implementation, top management act as initiator in doing the leading and planning work, middle management act as facilitator in execution all sort of implementation activities while staff/operators act as follower in involving in those activities related to their routine work. Problems will be encountered and must be solved properly. After the ISO 9000 implementation, the four main benefits gained are 1) a base for quality improvement, 2) the improvement of management control, 3) improving consistency across the organisation and 4) the improvement of product and service quality. Further as a result of the ISO 9000 implementation, the "performance" of the organisations in terms of 1) employee responses towards quality, 2) quality management system and 3) customer, supplier and stockholder attitude towards the organisation in quality has improved from the "Between low and medium" to "Between medium and high" level. However, the weakest aspects such as 1) supplier quality management, 2) quality data and reporting and 3) training are identified for improvement. In addition, employee attitude towards quality, as a basic requirement in quality improvement, must also be stressed by the organisations. Generally, the organisations understand the strength and weakness of the ISO 9000 series and so expect the ISO 9000 series to evolve in the direction of total quality management to cover up those weak points. Actually, they have intention to implement total quality management and see the ISO system as a good foundation for its implementation. Further, the help of the ISO 9000 system to establish safety and environmental management system is also confirmed. Finally, recommendations to critical issues including top management commitment and leadership, employee motivation and training, and the weakest aspects in quality management practices are proposed. The adoption of total quality management as the next step in quality journey is also recommended to the organisations.

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