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RESEARCH PAPERS

Managing ISO 9000 Implementation

[+] Author and Article Information
W. J. Lupear

Terrecorp, Inc., Clinton, IN 47842

J. Eng. Gas Turbines Power 115(4), 798-800 (Oct 01, 1993) (3 pages) doi:10.1115/1.2906777 History: Received July 01, 1992; Online April 24, 2008

Abstract

Many companies worldwide are implementing and applying for registration for the ISO 9000 series of quality standards. This implementation has the same effect on an organization as any other process that is changing the methods, procedures, or the basic culture of the company. The management style necessary to make these changes successful is the same as that which is necessary for any other transformational process. If the correct management style is present, ISO 9000 implementation, and any other change being attempted, will be successful. Change can be accomplished without transformational management but the overall effect and the cost benefit will not be maximized. This transformational management is the most important element. The technical aspects (the ISO 9000 hows and whys) are just a matter of someone within the organization learning them and developing a plan and system for management. The correct management style to achieve change is the most difficult. Strategies need to be clearly defined and methods developed in order to control the projects. Roadblocks need to be clearly identified and action planned to compensate for any shortcomings.

Copyright © 1993 by The American Society of Mechanical Engineers
Topics: Matter
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