evaluation of role of managers in implementation of iso 9001 in selected nigerian companies
Post on 05-Apr-2018
214 Views
Preview:
TRANSCRIPT
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
1/59
1
AN EVALUATION OF THE ROLES OF
MANAGERS IN IMPLEMENTATION OF ISO
9001 QUALITY MANAGEMENT SYSTEM IN
SELECTED NIGERIAN COMPANIES
BY
ONWUKA ,WILLIAM EBERE
EAA/040/318
A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT
OF MANAGEMENT SCIENCES, FACULTY OF ENGINEERING
TECHNOLOGY LADOKE AKINTOLA UNIVERSITY OFTECHNOLOGY, OGBOMOSO, NIGERIA, IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD
OF MASTER IN BUSINESS ADMINISTRATION (MARKETING
SPECIALIZATION)
DECEMBER 2006
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
2/59
2
CERTIFICATION
This thesis with the title An Evaluation of the Roles of Managers in
Implementation of ISO 9001 Quality Management System In Selected Nigerian
Companies submitted by Onwuka William Ebere Has satisfied the regulations
governing the award of the degree of Master Business Administration, Ladoke
Akintola University of Technology, Ogbomoso.
Name and Signature Date..
.
Major Supervisor
Name and Signature
Date.
Head of Department
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
3/59
3
ACKNOWLEDGMENT
In writing this project I have had to recount our experiences that have been made
possible by God, and mentors, especially, HRH (Dr.) E. E. Okolie of the Pan
African University Lagos, Nigeria and Mr. Mic Osu.
I am also appreciative of the ever supportive roles of my wife and friends, Ngozi
Onwuka and our exciting children Divine and Victor. You all are a blessing.
I remain deeply indebted to you all while the Almighty God receives all the glory.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
4/59
4
DEDICATION
I dedicate this work to my wife, kids and siblings.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
5/59
5
ABSTRACT
The ever increasing demand of customers and the challenges of globalization put
a pressure on Nigerian companies to adopt proven frameworks for organizational
excellence. On of the frameworks used by Nigerian companies today is the
implementation of ISO 9001 Quality Management System. Currently about 146
companies have been certified by the Standards Organization of Nigeria as having
developed a Quality Management System that conforms to the requirements of
the International Standard. This study has sought to evaluate the roles of
Managers in the implementation of ISO 9001 in selected Nigeria companies. Ithas also sought to determine the impact of training in the effective
implementation of the requirements in the concerned firms. To a large extent this
study brings to forefront the challenges managers meet as a consequence of
inadequate resources and the areas of success.
The field work had involved the administration of a questionnaire to managers in
three manufacturing firms in Lagos. One of the companies has been certified
since 2004 while the other two are in various stages of achieving certification.
Simple statistics were used in analyzing the data obtained.
The outcome of the work shows that majority of managers in Nigeria companies
implementing ISO 9001 do not have an accurate knowledge of the main reasons
while ISO 9001 is created. Most of the trainings on Quality Management systems
are provided by Quality Management consultants and the Standard Organizations
of Nigeria. Most of these companies have been able to establish processes and
procedures that are capable to delivering quality products and services. The major
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
6/59
6
constraints are in getting adequate resources to run their systems in certain
organization as well some managers nit showing adequate commitment to the
certification process.
It is recommended that managers get further training and use effective resources
as books a, journal and the Internet to keep abreast of best practices in
implementing ISO 9001 so that their organization can maximize he derivable
benefits.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
7/59
7
TABLE OF CONTENTS
Title page
Certification
Acknowledgement
Dedication
Abstract
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
8/59
8
CHAPTER 1
INTRODUCTION
1.1 Background
Across the globe, the business environment is getting fiercer as customers
expectations increase. Thus organizations are daily seeking frameworks to help
them achieve their corporate objectives more competitively. In Nigeria, with the
increasing challenge of globalization the need for local companies to remain
relevant makes the adoption of some of the proven frameworks used by
successful companies in other parts of the world expedient.
One of the proven frameworks that has won world-wide acceptance is the
implementation of a Quality Management System based on the guidelines of
ISO 9001. This is a Standard issued by the International Standards Organization
based in Geneva. Switzerland. The current versions of the ISO 9000 series of
standards are as follows: ISO 9000, Quality management systems
Fundamental and vocabulary; ISO 9001, Quality management systems
Requirement; ISO 9004, Quality management system-Guidelines for
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
9/59
9
performance improvements. Because the requirements of ISO 9001 are generic,
they can be used by any type of organization to help it create a system that will
consistently meet its customers needs.
A Quality Management System is defined in BS EN ISO 8402 (1995) as
Organizational structure, procedures, processes and resources needed to
implement quality management.
The purpose of a quality management system according to Dale, B and Bunney,
H. (1999) is to establish a framework of reference points to ensure that every
time a process is performed the same information, methods, skills and controls
are used and applied in a consistent manner. They also say that the quality
management system should define and cover all facets of an organizations
operation from identifying and meeting the needs and requirements of
customers, design, planning, purchasing, manufacturing, packaging, storage,
delivery, installation and service, together with all relevant activities carried out
within these functions.
In general the benefits derivable from implementing ISO 9001 are clarification
of tasks so that everyone knows what they are doing and how to do them best;
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
10/59
10
aids the pursuit of value for money from suppliers; creation of an integrated
system aligned to business objectives; derivation of greater impact of human
resource contribution and the setting of a measurable target for a quality
improvement programme. Onwuka W. E. (2006)
Nigerian companies began implementing ISO 9001 in the early 90s. One of the
first companies to implement the system was Wellcome Nigeria Limited, but the
first company to be awarded the certificate of conformity was Nigerian Cash
Register, a computer services firm. As a testimony of the values gained in
implementing the system, to date about 146 companies in Nigeria have current
registration with the Standards Organization of Nigeria.
The Standards Organization of Nigeria (SON) was established by Act No. 56 of
1971 and was solely vested with the responsibility of preparing standards for
products and processes and for ensuring compliance with the Federal
Government policies on Standards Metrology and Quality Assurance of both
locally manufactured and imported products and services throughout the
country. Act No. 18 of 1990 excised the organization from being an integral part
of the Federal Ministry of Industry, and granted the Organization the status of a
body corporate with perpetual succession and common seal, which may sue and
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
11/59
11
be sued in its corporate name. Apart from Quality System certification the
organization also certifies systems for environmental management and
Laboratory testing and calibration amongst other services.
Implementing ISO 9001:2000 requires every one in the organization to take
personal responsibility for the quality of the processes for which they are
accountable. It therefore becomes a necessity that managers in organizations
implementing ISO 9001:2000 should have adequate knowledge of the Standard
so that they can be effective in their roles as managers.
The classical roles of management include controlling, directing, executing,
leading and planning amongst others. Hence the roles of managers in successful
implementation of ISO 9001 are closely related to their operational duties.
Because the decision to implement ISO 9001:2000 is a strategic management
initiative it becomes very necessary that for it to be successfully implemented
certain critical success factors be managed effectively. Dale and Bunney (1999)
have listed these factors to include having a clear focus for seeking ISO 9001
registration, managing the process of achieving certification as a project,
performing a gap analysis of the existing quality management system before the
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
12/59
12
implementation of ISO 9001 and the formation of a steering committee. They
also recommended the establishment of a conducive environment for the
development of a quality management system in the organization, provision of
training on the importance of product and service quality, in general and the
reasons for the quality management system and its benefits, in particular at all
levels of the organization. It is crucial that in writing the standard operating
procedures that drive the quality management system that the personnel who
writes them ensure that they are accurate, practical and verifiable. The
procedures should document what employees are currently doing as this eases
the difficulty in achieving certification.
It is therefore evident that organizations that have managers who are very
conversant with the requirements of the standard and have ownership of the
implementation process are most likely to develop systems that are effective.
1.2 Statement of the problem
Many managers in organizations implementing IS0 9001 in Nigerian companies
do not have sufficient knowledge of the requirements of the standard.
Consequently the companies do not derive full benefits from implementing the
system as they are not able to use the process of implementation and
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
13/59
13
certification in improving employees motivation. Well motivated staff are able
to contribute to the financial bottom-line by reducing wastes in operation thus
increasing productivity. The present study therefore attempts to seek an answer
to the question; How could managers in organization implementing ISO 9001
maximize their roles so that the framework can deliver the best outcomes?
1.3 Purpose of study
Implementing ISO 9001 successfully requires that managers, who plan, control
and direct the system requirements should have a good knowledge of Quality
Management Systems and the requirements of the standard so that their
responsibilities can be effectively executed at the workplace. To have sufficient
knowledge of the ISO 9001 standard requires adequate training while effective
implementation in a company requires commitment by top management, shared
ownership of the project by employees, as well as continual monitoring and
improvement of the system.
The objectives of this study therefore include:
1. Determination of the extent of Quality Management Systems training
received by managers in Nigerian organizations implementing ISO 9001
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
14/59
14
2. Determination of the impact of training on the commitment of managers
to the successful implementation of the certification process
3. Evaluation of the roles of managers in selected Nigerian companies
implementing ISO 9001
4. Identification of areas that needs improvement so that companies can take
better advantage of the strategic decision to implement ISO 9001
1.4 Research questions
The following research questions were raised:-
1. In what way can Mangers get useful information concerning best practices in
ISO 9001 implementation?
2. What is the main reason why companies implement ISO 9001?
3. Are managers given adequate training on Quality Management System?
4. Have managers job description been effectively developed?
5. Do top managers give adequate commitment to the promotion of quality in
the workplace?
1.5 Relevance of study
With the increasing number of Nigerian companies seeking certification of their
quality management system to ISO 9001, it is has become more expedient that
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
15/59
15
managers understand better the requirements of the standard and the best
practices in its implementation.
This study is therefore relevant in the following areas;
Identification of areas of weakness in the implementation of ISO 9001 in
Nigerian companies
Identification of ideas that will promote a better understanding and
implementation of ISO 9001
Generating a basis for further study of issues related to quality management
amongst others.
1.6 Scope of study
This study has been limited by time and resources. Consequently the study is
limited to (a) the issue of impact of training, (b) level of motivation (c)
commitment of top management and (d) communication of quality to employees
in three manufacturing firms in Lagos, namely: 1. Swiss Pharmaceuticals
Nigeria Limited, Lagos, Dangote Salt Refinery Plc, Ikeja Lagos and Fidson
Healthcare Limited Lagos. The first company is already ISO 9001:2000 certified
whereas the other two are in various stages of implementation of the standard.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
16/59
16
CHAPTER 2
LITERATURE REVIEW
2.1 What is ISO 9001?
ISO 9001 is a quality system standard developed by Technical Committee 176
of the International Standards Organization. The International Standards
Organization is based in Geneva Switzerland and consists of about 170 member
nations. Nigeria is represented in the organization by the Standards Organization
of Nigeria (SON). According to Sprow (1992), it is short for isos, the Greek
term for equal, homogenous, or uniform, which is a transformation of the
acronym for the International Organization for Standardization.
The makers of the ISO 9000 series of standards intend them to be a high-level
set of quality criteria that regardless of the size of the company are worth
implementing to some degree or another generically, the standards can be
interpreted to fit the particular business. They can be applied both by a company
that is a single individual selling consulting services and for a large, multi-
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
17/59
17
location, high risk, high profile, organization making product used by multiple
organizations and whose production and use is authorized by a high-level
executive like a steel making firm. Pasterczyk C. E (2001)
The primary benefit gained from implementing the ISO 9001 Quality
Management System, which stands above all the rest, is building a better
organization. (Fray, P. 2006)
In fact, ISO 9001 is arguably the most influential standard of its kind in the
world. This rapid acceptance of ISO 9001 suggests that many firms find that the
standard is well written and worth implementating.
The 1994 versions of the ISO 9000 family were revised by ISOs technical
committee TC 176 in the end of year 2000. This new ISO 9001:2000 repositions
the 20 elements of the old ISO 9001:1994 into five main chapters. The ISO
9000:2000 family of standards is based on the process approach to management.
This approach recognizes that all work is performed to achieve some objective
and that the objective is achieved more efficiently when related resources and
activities are managed as a process. Hoyle, D, and Thompson, J. (2001)
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
18/59
18
The ISO 9001:2000 is based on eight fundamental principles. Hoyle, D, and
Thompson, J. (2001), list these principles as customer focus; leadership;
involvement of people; process approach; systems approach to management;
continual improvement; factual approach to decisionmaking and mutually
beneficial supplier relationship.
Adopted by an increasing number of organizations around the world, the ISO
9000 standards have become a growing concern for more and more managers
who are often compelled to adopt this system without really knowing its
requirements and implications for employees (Olivier Boiral, 1996). Though the
effects of this standard on quality management and on performance
improvement have been widely debated, there is little knowledge of how the
managers and employees who are asked to implement and maintain it perceive
the ISO 9000 standards or resist its use.
In implementing ISO 9001, an organization may seek to certify its Quality
Management System by seeking a third party certification. This also offers some
form of validation and carries a recognized completeness, consistency, and
commitment to continuous improvement for the certified business (Wilkins, R.
H. 1994). In Nigeria the Standards Organization of Nigeria has so far certified
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
19/59
19
146 Nigerian companies. The certification process involves a sequence of
processes starting from the performance of a gap analysis, to documenting and
improving the system and then performing quality audits to verify the status of
the organization with respect to compliance with the requirements of the
standard.
2.2 ISO 9001 as a strategic management tool
As a strategic management tool, the implementation of ISO 9001 involves the
introduction of institutional change through the introduction of policies and
procedures. Onyene Virgy (1999) explains that in formulating policies,
enterprises should ensure that specific issues are given fundamental
consideration. Thus the formulation of a quality policy in firms implementing
ISO 9001 requires a fundamental scanning of the environment and the
commitment to actualizing the corporate mission statement.
2.3 An overview of the requirements of the standard
The ISO 9001 Quality Management System standard is in its third generation.
The requirements are subdivided into 5 parts. Section four deals with the
establishment of a documented quality system following a process approach
while Section five stipulates requirements for management responsibility.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
20/59
20
Section six defines necessities for resource management; Section 7 aptly states
requirements for product realization while Section 8 states requirements for
measurement, analysis and improvement.
According to Deming, W. E. in Hoyle, D, (2002):
A system must have an aim. A system must create something of
value, in other words results. Management of the system requires
knowledge of the interrelationships between all the components
within the systems and of the people that work in it
Section 4 of ISO 90001 contains the basic requirements for establishing a
management system rather than any particular component of the system. Key
issues that managers must put in place in an organization include the
organizations purposes from which are developed objectives. In planning to
meet these objectives the processes are identified and their sequence and
interaction determined. Once the relationship is known, the criteria and methods
for effective operation and control can be developed and documented. The
processes are described in terms that enable their effective communication and a
suitable way of doing this would be to compile the process descriptions into a
quality manual that not only references the associated procedures and records
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
21/59
21
but also shows how the processes interact. Before implementation the processes
need to be resourced and the information necessary to operate and control them
deployed and brought under document control. Once operational the processes
need to be monitored to ensure they are functioning as planned. Measurements
are taken to achieve the planned results. The data obtained from monitoring and
measurement that is captured on controlled records needs to be analysed and
opportunities for continual improvement identified and the agreed actions
implemented.
Meeting customers requirements is the ultimate goal of implementing ISO 9001
and Peters, T. (1995) aptly describes the expectation from managers, Attention
to quality can become the organizations mindset only if all its managers
indeed all of its people- live it
Hoyle, D. (2002), explains that
While the implementations of all requirements in ISO 9001 are
strictly managements responsibility, those in section 5 of the standard
are indeed the responsibility of top management. The first four clauses
clearly apply to the strategic planning processes of the organization
rather than to specific products.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
22/59
22
An effective approach to this section requires that an organization top
management must define clearly its Vision, and then focus on customers for it is
the customers that will decide whether or not the organization survives. It also
requires the establishment of a Purpose or Mission Statement of the
organization. From these Mission come the Policies or Values that will guide
the organization in its journey. These policies help frame the objectives, the
milestones en routean organizations journey. The policies will not work unless
there is Commitment so that everyone pulls in the same direction.Plans have to
be made to achieve the objectives and these plans need to identify and lay out
the Processes that will be employed to deliver the results- for all work is a
process and without work nothing will be achieved. The plans also need to
identify and layout the Responsibilities and Authority of those engaged in the
endeavour. As a consequence it is essential that effective channels of internal
communication be established to ensure that everyone understands what they are
required to achieve and how they are performing. Management reviews are
performed to determine what action is required to keep the organization on
course or whether any change is necessary to the course or the capacity of the
organization in order to fulfil its purpose and mission.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
23/59
23
Resource management is a key business process in all organizations. In practice,
resource management is a collection of related processes that are often
departmentally oriented. Whatever the resource, it firstly has to be planned, then
acquired, deployed, maintained and eventually disposed of.
In managing the human factors, the role of the manager in enabling a person to
be motivated is that of removing barriers to work motivation. The manager will
need to also empower employees to perform specific tasks by delegation and
trust to use resources wisely. Consequently, it can be deduced that product
quality depends upon maintaining a motivated workforce and that motivation is
affected by both human and physical factors that can be identified and managed.
Effective management of human resources therefore arises from deploying
competent personnel into a work environment in which they are motivated to
achieve the organizations goals.
Section 7 of the standard deals with requirements for Product realization and
involves the sub-process customer communication so as to ascertain their
needs. These customers requirements are invariably reviewed to ensure they
are understood and confirm the organizations ability to meet them. It is also
required that organizations plan product realization and in so doing use
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
24/59
24
preventive action methods to ensure the success of the project and take care of
customer property in their possession
The last section of the standard specifies guidelines for measurement, analysis
and improvement processes which are vital to the achievement of quality. These
measurements have to be done with instruments that are fit for the purpose.
With results of valid measurements judgement can be made on the basis of facts.
A very significant tool in improvement processes is the use in internal quality
audits.
2.4 The roles of managers in implementing strategies in organizations
A manager is one with certain fundamental skills and training that would enable
him/her to perform a gamut of management functions like planning, organizing,
staffing, directing, controlling amongst others. In answering the question, what
do managers do one is brought to bear with the fact that the managerial work
according to Hersey, P. and Blanchard, K. H. (1992) in Onyene, V. E. (2000)
open-ended and that the manager is solely responsible for the success and, or
failure of the organization.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
25/59
25
The roles of managers are strongly linked with their status in the organization.
Akinola, C. (1999), classifies managers into three types; upper-level (top)
managers; middle-level and lower-level (first-line) managers. The top managers
are members of the management team and determine the companys objectives,
plan and establish policies and procedures, develop organisational structure,
coordinate and control the enterprise activities, performance appraisal etc. In
this same vein, middle-level managers include departmental heads, branch
managers and territorial managers amongst others. They prepare plans and
programmes for their department and branches, execute such programmes,
supervise and monitor activities in their department, assist top management
group, serves as a link between the top management team and the lower
management class. First-line managers include supervisors, foremen etc; Their
functions include planning work for their sections, maintain records, train and
deal with workers under them, helping recruiting amongst others.
The implementation of ISO 9001 by an organization is a strategic decision;
hence the key strategists include the board of directors, the chief executive
officer, executives (top management) at strategic business units and middle-
level managers who have responsibility for operational matters. According to
Togun, A. (2005), these middle-level managers generate information on
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
26/59
26
departmental plans; implement decisions taken above, follow policy guidelines
and passively receive communication regarding strategic plans. They are
basically involved in the implementation of functional strategies.
Edwards, J. and Hodgson, A. (1994) in explaining the vital contributions of
managers in implementing a successful quality system quotes Dr. Juran, a
quality management guru as having said in London in 1990 that if only 20 per
cent of managers are in involved in projects related to the quality system, it
indicates an evolutionary rate; whereas 80 per cent or more denotes a
revolutionary rate.
However the above factors may be largely influenced by the current level of
quality management system existing in the company at the time of
implementation. Areas where investments may be made are instrumentation,
infrastructure, method development, training, manpower, auditing and the
certification process. Okolie, E. E. (2002)
2.6 Key success factors in implementation of ISO 9001
Togun, A, (2005) recommends that the implementation of a quality system
should be managed as a major project and that the reasons for implementation
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
27/59
27
must be clear, e.g. to satisfy customers. A good plan for arriving at certification
is a useful tool in measuring performance and this tactics is affirmed by
Naumann, E. and Hoistington, S, (2001) comments, No matter how good a job
the team does in determining potential opportunity associated with a change,
unless an implementation plan is developed and accepted, the change becomes
only an idea or a plan, never a reality.
Training for quality is seen as an important way of ensuring that an organization
is successful with its quality system implementation (Edwards, J. and Hodgson,
A. 1994). In an organization where there are no formal planning for education
and training the quality programme may not be successful. In Section 6.2, the
ISO 9001 standards specifies requirement for training or other actions taken to
satisfy these needs. For managers to satisfactorily meet this requirement they
have to map competencies of employees in performing their job roles and
consequently provided training to meet the identified gaps. Hoyle, D. (2001)
Managers must develop leadership skills so that employees can make greater
impact in meeting customers needs. Martin William B (1989) thus recommends
that managers be good communicators; provide the right reward systems for
employees; use power positively; make factual decisions and act as a positive
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
28/59
28
force. The role of the manager in enabling a person to be motivated is that of
removing barriers to work motivation. Hoyle, D. (2001) lists some f the barriers
to include:
Fear of failure, of reprisals, of rejection, of losing, of conflict, of
humiliation, of exploitation; distrust of management, favouritism,
discrimination; work is not challenging or interesting; little
recognition, respect, reward for a job well done; no authority and
responsibility
Another salient issue is effective communication, which is buttressed by the
views of Machin J. L. J. (1980) with regards to the development of a
communication improvement programme that enables managers to work at the
improvement of their own communication. This programme enables managers
to be able to deal with the complexities of the communication channels in the
workplace. Closely related to communication is the need to have a well defined
organisational chart. They are useful in defining lines of controls and
responsibility which is a useful input in the quality planning process.
For a management system not to become another bureaucratic exercise in
futility, Waller, J., Allen, D., and Burns, A. (1993) identifies the change
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
29/59
29
mechanisms incorporated in ISO 9001 that must be effectively implemented.
These include quality records, audit, corrective actions and management review.
These change mechanisms require that managers must be able to consistently
review the quality management system, perform scheduled audits using trained
auditors and mistake proof processes where non-conformities had been
identified.
The audit process is a systematic, independent and documented processes for
obtaining audit evidence and evaluating it objectively to determine the extent to
which audit criteria are fulfilled. (ISO 9000:2000) It is a key in improving a
quality management system, Managers who able to execute effective internal
quality audits are playing useful roles in driving quality improvement. In
measuring effectiveness, the auditor determines if the system is enabling the
organization to achieve its objectives, and the needs and expectations of the
stakeholders (OHanlon, T, 2002).
In as much as Nigerian companies have been implementing ISO 9001 for more
than a decade relatively little work has been done by researchers within the
framework of this present study. It is however evident, that managers are the
most important variable in implementing a quality management system as they
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
30/59
30
define the processes and procedures needed in actualizing the goal of meeting
customers requirements consistently.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
31/59
31
CHAPTER 3
RESEARCH METHODOLOGY AND DESIGN
3.1 Introduction
This chapter discusses the procedures and strategies employed by the researcher
to carry out the study. It consists of the samples and sampling techniques and
method of analysis.
This study has used an evaluation type approach with the objective to ascertain
how well managers perform in the measured variables. The sample population
consists of companies in Nigeria that are implementing ISO 9001 Quality
Management System.
The research variable include knowledge of ISO 9001, participation in ISO 9001
trainings, number of years firm has been implementing ISO 9001, and various
criteria expedient in successful implementation of ISO 9001
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
32/59
32
3.2 The study sample
The study was carried out in two parts: the first being an observation of
managers in the organization with emphasis on how they respond to instruction
on best practices in implementing change. The second phase involves the
administration of a questionnaire to a convenience/accidental sample of
managers in three selected companies (Appendix 1). The subjects were chosen
based on availability. The sampling was based on readiness to give response
within the very short time available to obtain the feedback. In one company
though, the number of sample was more than 80% of the total number of
managers. Thus mitigating errors usually associated with such sampling tool.
The subjects were made up of male and females and they all fall in to the
brackets of managers (first-line to top management) working in organizations
implementing ISO 9001.
3.3 Research instrument
A questionnaire was used to collect information for the study. The questionnaire
was divided into three sections:
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
33/59
33
Section A: Personal and Company data-was designed to capture respondents
personal data with respect to current job title, years of experience as a manager,
number of Quality Management System training attended and the providers of
such training. Questions 1-6 of Section were designed to capture direct
responses; Questions 7-8 were objective type (multiple choices) test while
Question 9 was a Yes or No type.
Section B: General knowledge of ISO 9001- was designed to capture
respondents source of inform regarding ISO 9001 and uses a simple short essay
to determine respondents understanding the reason why their company top
management decided to implement ISO 9001.
In Section C: Evaluation of roles, respondents were asked to evaluate their
collective roles as managers in implementing ISO 9001 using a Likert 5-point
measurement system. The items in this section seek to evaluate the notion and
perception of respondents of the managers in their organization in following
areas:
1. Ensuring that the actions necessary to achieve planned results and the
continual improvement of the companys processes are implemented
2. Ensuring that documents used in our quality system are controlled
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
34/59
34
3. Contributions toward the definition of the quality policy
4. Quality policy communication to employees
5. Top management commitment to the implementation process
6. Line management equal commitment to ISO 9001 implementation
7. Measurement of customer satisfaction in the last one year
8. How the companys internal structure affects the way the quality
management system operates
9. Provision of resources needed to implement the Quality Management
System
10.Removal of factors that tend to de-motivate staff in the work place
11.How the organization is structured
12.Evaluation of the effectiveness of the actions taken to develop
personnel competence
13.Provision of training after a training needs assessment has been done
14.Improvement of product planning process after ISO implementation
began
15.Development of competency in the use of statistical techniques in the
monitoring, measurement, analysis and improvement of products and
processes
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
35/59
35
Subjects were required to indicate how their perceived their collective roles as
managers implementing ISO 9001. They were to score each criteria using a
range of 1-5, were a score of 1 meant that their effectives as being very poor, a
Score of 2 as being poor, a score of 3 as being fairand a score of 4 as good
while 5 indicated very good. The subjects were expected to respond by selecting
alternative responses of their evaluation of managers on a particular item by
ticking ( ) in the appropriate columns provide beside the alternative responses.
3.4 Sources of data
The data for this work was collected, mainly from questionnaires administered
to managers in three manufacturing firms in Lagos. One of the companies has
been certified for conformance to ISO 9001 for more than two years and the
other two are in various stages of implementation.
3.5 History of companies
3.5.1 Swiss Pharmaceutical Nigeria Limited
Swiss Pharmaceutical Nigeria Limited started operations in Nigeria as Roche
Nigeria Limited thirty-one years ago. It is one of the leading pharmaceuticals
companies in Nigeria with an annual turnover of more than three billion naira.
As a result of the diversification of the shares of Roche AG Switzerland in 1999,
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
36/59
36
the company changed its name to Swiss Pharma Nigeria limited. Nigerians own
less than 40% shares of the company
In January 2003, the company contracted the researcher as consultant for the
implementation and certification of its Quality Management System to NIS ISO
9001:2000. By July 2004, the company was awarded the certificate by the
Standards Organization of Nigeria (Appendix 2 ). The firm is currently the only
Nigerian pharmaceutical company with the NIS ISO 9001:2000 certificate. It
employs about three employees and about twenty-five of them are managers.
3.5.2 Dangote Salt PlcOregun Refinery
Dangote Salt Refinery Orgeun, Ikeja, Lagos is one of the two salt refineries
owned by the Dangote Group. The company is situated at Oregun Industrial
Estate Ikeja Lagos State. It employs about 100 staffs and six are managers. The
head office of the Salt Division is based in Apapa Lagos. The refinery based in
Apapa is already certified to the NIS ISO 9001:2000 standard.
In February 2006, the researcher was engaged to facilitate the refineries
certification of its Quality Management System. As at the time of this study the
Plant has completed the pre-assessment audit by Standards Organization of
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
37/59
37
Nigeria. It is expected that by the end of December 2006, the Plant will be
awarded the certificate of conformance to The NIS ISO 9001:2000 standard.
3.5.3 Fidson Healthcare Limited Lagos
Fidson Healthcare limited is a firmly whole owned by a Nigerian entrepreneur.
Though it has been in operations for about eleven years, it only began local
manufacturing three years ago in an ultra-modern facility in Sango Ota, Ogun
State.
The staff strength is about three hundred and these include three executive
directors, and about twenty-five managers based in Ota and Ilupeju. The
company contracted the researcher in April 2006 to facilitate their
implementation of ISO 9001:2000. It is expected that the company will
complete the certification project by March 2007.
3.5 Data collection
The researcher, through conscious and concerted efforts, personally distributed
the questionnaires by hand to the managers. The responses were obtained as
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
38/59
38
soon as there were completed in the researchers presence. Any clarification was
provided by the researcher. The researcher has been closely associated with the
managers in each of the firms from the inception of ISO 9001 implementation in
their companies.
3.6 Validity
To ensure the content validity of the instrument, items capable of measuring the
different variables were drawn in line with the research questions. The contents
of the questionnaires were discussed a sample of the respondents to ascertain
relevance and adequacy.
3.7 Methods of data analysis
Items on the questionnaire were structured in three different forms. Responses to
Questions 4-9 of Section A were analysed qualitatively using simple statistics as
pie chart, mean percentages. Also Questions 1 and 2 of Section D was analysed
qualitatively using simple statistics as pie chart, mean percentages. Items on
Section C were structured on the Likert method of five alternatives, Poor (1),
Fair (2), Good (3), Very Good (4) and Excellent (5).
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
39/59
39
The respondents were asked to indicate their suitable alternatives from the five-
point scale. The questions were evaluation-rating type.
The mean rating for each item was analysed as the rating for the managers in
that firm for the particular criteria.
The only constraint encountered in data collection was the difficulty in reaching
some managers at the time of administering the questionnaire.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
40/59
40
CHAPTER FOUR
ANALYSIS, INTERPRETATION AND DISCUSSION OF
FINDINGS
4.0 General
This chapter presents the analysis of the data obtained from the questionnaire
administered on the respondents. Each questionnaire was randomly numbered
since the names of the respondent were not captured. In all 13 subjects are used
in the study.
The researcher presents each variable being measured using simple statistics.
The samples were obtained from three manufacturing firms in Lagos that are
implementing ISO 9001:2000.
The following tables represent the responses to the questionnaire;
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
41/59
41
4.1 Measure of dependent variable of managers
From the above table, it is evident that the managers represented a wide range of
departments in the organizations; four from Quality Assurance (QA) -30.8%,
two from Production -15.4%, two from Human Resources-15.4%, two from
Operations -15.4%, two from General Management -15.4% and one from
Purchasing -7.6%.
The average years of management experience is five years which entails that the
subjects are sufficiently experienced to understand and make informed
declaration on the status of their Quality Management System.
Tag No. Company Department
Years OfManagementExperience.
No. Of QMSTrainingsAttended
ManagementRepresentativeRole
1 Dangote QA 2 2 Yes
2 Swipha Production 4 3 No
3 Fidson HR 6 3 Yes
4 Swipha General 2 4 No
5 Swipha Production 5 1 No
6 Fidson QA 4 1 No
7 Dangote General 10 3 No
8 Fidson Operations 4 1 No
9 Fidson Finance 10 2 No
10 Dangote HR 5 2 No11 Fidson QA 1 4 No
12 Dangote Purchasing 5 4 No
13 Fidson Q.A 6 2 Yes
Average 5 Average 3
Table 1: Measure off dependent variable of managers
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
42/59
42
The average number of Quality Management System trainings attended was
three. However there is no indication that the more experienced managers had
actually had more training on ISO 9001. This could be explained by the fact that
one may have worked for a longer time as manger in organizations not
implementing ISO 9001.
Only two of the thirteen respondents (15%) currently serve as Management
Representatives. The ISO 9001 standard requires that the top management must
appoint one person who in addition to other roles in the organization must have
the responsibility and authority that include
1. Ensuring that processes needed for the quality management system are
established, implemented and maintained,
2. Reporting to top management on the performance of the quality
management system and any need for improvement
3. Liaising with external parties on matters relating to the quality
management system
The ration is however higher than what may exist in the workplace, as the
average number of management representative is often one per site. The impact
on the study is favourable as they are the more ISO 9001 knowledgeable
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
43/59
43
employees in an organization as the role exposes them to more training and
challenges in understanding how their workplace system work.
From the history of the companies in Chapter is be assumed that since Swiss
Pharmaceuticals Nigeria Limited (SWIPHA) has about three years experience in
ISO 9001 implementation, its managers should have more trainings on ISO
9001 than the other respondents. However the data above does not confirm that.
The higher number of training (four) returned by respondents 11 and 12, is due
to the fact that they had earlier in organizations implementing ISO 9001 before
joining their present companies
4.2 Measure of ISO 9001 training variable
Private Trainingfirms
ISO Consultant
StandardsOrgaization ofNigeria
Figure 1: Sources of ISO 9001 training attended by managers
31%31%
38%
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
44/59
44
The various training attended by subjects was provided by private training
companies (31%), Standards Organization of Nigeria (31%) and the ISO
consultant (38%).
The impact of training on the successful implementation of ISO 9001 is critical.
Apart from number of trainings attended, the quality of training provided is also
a major critical factor. In this study, it is identified that the ISO consultant was a
major provided of training to the organizations. It is important therefore that
such consultants must have superior knowledge of the subject matter and
adequate experience so as to add value to the implementation project.
4.3 Measure of ISO 9001 information
Source of information No of listing Percentage
Trainings attendance 7 29.2
Internet websites 5 20.8
Reading books and journals 5 20.8
Newspapers and other mass media 3 12.5
Interactions with management and colleagues 2 8.3
System documentation 1 4.2
ISO 9001 Standard -Requirements 1 4.2
Table 2: Sources of ISO 9001 information
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
45/59
45
Though an organization may engage a consultant in its bid to implement ISO
9001, there are yet various sources of useful information on ISO 9001. This
information could go a long way in expanding the benefits that a firm could
derive from the implementation of the standard.
From Table 2, it is clear that training provides the commonest source of
information (29.2%), Internet websites (20.8%), books and journals (20.8%),
newspapers (12.5%), interactions with management and colleagues (8.3%),
System documentation (4.2%) and the ISO 9001 standard (4.2%).
The role of training is once again highlighted by the trend. The impact of
emerging technology especially the Internet is noted. Incidentally, the subjects
from the firm with a higher number of years in ISO 9001 implementation were
actively engaged in the use of Internet as well as reading of appropriate books
and journal in sourcing information on Quality Management System.
Newspapers and other media accounted for 12.5%, which is remarkable
especially since the media is primarily dedicated to news and information that
may not offer technical advantage. The use of newspapers was more common
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
46/59
46
among managers from those firms at younger stages of ISO 9001
implementation.
Interestedly, only 4.2% of the respondents use the standard as a source of
information on the requirements of ISO 9001. The inference is that many
managers may not have a global picture of the standards requirement and
consequently may not be totally committed as there as dedicated to those
processes they own.
4.4 Reasons for implementing ISO 9001
Reasons for implementing ISO 9001 No of
listing
Percentage
Marketing purposes-to enhance sales/ improve customers perception 6 46.2
Improve Productivity 5 38.5
Standardization of processes and procedures 2 15.3
13 100.0
The main reason companies implement a Quality Management System as ISO
9001 is to ensure that every time a process is performed the same information,
methods, skills and controls are used and applied in a consistent manner. This
normally will deliver products and services that meet customers requirement.
Table 3: Respondents understanding of the reasons companies implement ISO 9001
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
47/59
47
Every other derivable from implementation of ISO 9001 must be seen to
emanate from having systems that deliver the right products and services.
From Table 3, a large number (46.2%) of the subjects said companies
implement ISO 9001:2000 for marketing related purposesincreasing sales and
customers appeal. While making good products and services will ultimately
increase sale it is important to note that the emphasis is on the system that
delivers the product. From practice, the researcher has experience situation
where firms paying consultant fess to facilitate their ISO certification process
are unable to provide basic resources that will facilitate product delivery. Only
15% of the respondents have a clear understanding of the reason companies
implement ISO 9001.
4.5 Evaluation of managers role in companies implementing ISO 9001
The managers rating of how well certain criteria are implemented is used as a
basis of evaluating their roles on a Likert-5 points scale. The perceptions of the
13 subjects are as shown below:
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
48/59
48
S/N Particulars 1 2 3 4 5 AV.1. How well we have ensured that the actions necessary to
achieve planned results and the continual improvement of
the companys processes are implemented
0 0 0 6 7 5
2. How well we have ensured that documents used in ourquality system are controlled
0 0 0 5 8 5
3. How well we have contributed towards the definition ofthe quality policy
0 0 0 5 8 5
4. How well our quality policy has been communicated toemployees
0 0 0 8 5 4
5. How well our top management is committed to theimplementation process
0 0 0 8 5 4
6. How well the management team show equal commitmentto ISO 9001 implementation
0 0 0 8 5 4
7. How well we have been involved in performing customersatisfaction survey in the last one year
0 0 3 9 1 4
8. How well our internal structure has affected the way werun our quality management system
0 0 1 11 1 4
9. How well we provided resources needed to implement theQuality Management System
0 0 0 11 2 4
10. How well we have removed all factors that tend to de-motivate staff in the work place 0 0 2 7 4 4
11. How well we have defined our organizational structure 0 0 3 10 0 412. How well we provide trainings after a training needs
assessment has been done0 0 2 11 0 4
13. How well training received impacted on your ability tomeet customers requirements
0 0 3 10 0 4
14. How well we have improved our product planningprocess since we began ISO implementation
0 0 3 9 1 4
15. How well we have developed competency in the use ofstatistical techniques in the monitoring, measurement,
analysis and improvement of products and processes
0 0 3 7 2 4
Table 4: Managers evaluation of performance on certain criteria
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
49/59
49
From Table 4, it is evident implementing ISO 9001 helps an organization to set
up the actions necessary to achieve planned results and the continual
improvement of the companys processes which are critical to meeting
customers requirement.
The managers are also effective communicating the quality policy and other
quality programmes. Essentially, they were involved in establishing the quality
policies.
Areas of weakness were not easily discerned because of the statistics used. The
researcher has not compared the differences in scores because of the duration of
ISO 9001 implementation. It would also be interesting to compare scores of
managers in these criteria against those who are working in organizations not
implementing ISO 9001.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
50/59
50
CHAPTER FIVE
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
5.1 Summary
From the findings of this study it can be appreciated that companies that
implement ISO 9001 are able to improve their processes by defining a quality
policy and getting it communicated to employees. As part of the implementation
process companies engage consultants and these professionals are major
providers of Quality Management System training in addition to facilitating the
development of documents amongst others.
Training was found to help in developing competencies to run processes and
procedures that deliver customers needs, but incidentally, the number of
trainings attended was not a function of how long an employee had been a
manager. In such instances employees who had worked in other firms.
Implementing ISO 9001 had attended more IS0 9001 training than more
experienced managers in the companies under study.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
51/59
51
Apart from training, Internet search and the reading of books and journals
provides the highest means of obtaining information on Quality Management
System implementation. Unfortunately, only a few managers actually bother to
read the contents of the ISO 9001 standard itself.
From this work, it is also revealed that managers do not have a unified opinion
of the reason why companies implement ISO 9001. The benefits derivable from
enhanced perception at the marketplace seem to be widely accepted as reasons
for implementing ISO 9001.
In rating the manager roles collectively, areas of strength include setting up the
system and communicating policies to employees. Areas of weakness include
not been able to sufficiently remove factors that de-motivates employees and
low level in the use of statistical techniques.
In all, Nigerian managers are on track in their roles in implementing ISO 9001
but could further maximise the benefits their companies get by increasing their
working knowledge of the standard and striving to obtain total ownership of the
system by the management team and employees alike. It is also necessary that
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
52/59
52
managers learn to use statistical tools in improving their process and products
quality.
5.2 Implications for further research
The researcher believes that this study has some tremendous implications.
These include the following:
Firstly, it sets a basis for interest for other researchers to work on how quality
management systems work in Nigeria. A particular research thought could be
the Nigeria factor in the certification process. It also provides an opportunity to
research on how top management commitment to ISO 9001 approaches as many
companies line in for certification.
Secondly, it provides opportunity curriculum planners in tertiary institutions to
develop new professional courses in Quality Management Systems as operates
in many developed nations.
5.3 Conclusions
The data collected, collated, and analysed and interpreted shows that
implementing ISO 9001 is a good strategic decision, but it should be taken for
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
53/59
53
what it is creating a system that delivers products and services that meet
customers needs.
Managers in Nigerian companies must enhance their knowledge of the concept
and principles involved in Quality Management System. This could be done by
reading appropriate textbooks and journals as well as taken advantage of the
opportunities from the Internet. The right training should be developed and
administered to all managers.
5.4 Recommendation
The researcher makes the following recommendation based on thhe outcome of
this work and experience gained in the filed helping organization develop ISO
9001:
1. Managers should seek further training and education on Quality
Management
2. Top management of Nigeria companies should begin to see the real
reason for ISO 9001 implementation and thus provide the required
resources to develop the their quality management system
3. Managers should remove all factors that de-motivates employees so that
their systems could work better
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
54/59
54
4. Educational institutions should develop new courses in Quality
Management System to help develop local manpower necessary for
national development
5.5Suggestion for further research
This work has been based on three firms in Nigeria, with about 146
companies already certified the opportunities for further research is evident
in the following areas:
1. Measurement of contribution derived from certification of companies
2. Evaluation of the role of consultants in the implementation process
3. The extent of developing systems that are ready for additional intervention
e.g., introduction off Total Quality Management, Six-sigma and Excellence
Models (Malcolm Baldbrige Quality Awards, Deming Prize etc.)
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
55/59
55
REFERENCES AND LINKS
Akinola, C. (1999): Office Administration for Managers and Secretaries Lagos
Vision-Plus Ventures
Boiral, O (1996): ISO 9000: Outside the Iron Cage in www.daesgisq,com
Dale, B & Bunny, H. (1999) Total Quality Management Blueprints, Oxford, Blackwell
Publishers Limited
Edwards, J. & Hodgson, A. (1994) Amersham International Plc: Stimulating participationin quality improvement in Teare, R., Atkinson, C. &
Westwood, C. (Ed) Achieving Quality Performance-Lessons from British Industry, Cassel, London p19
Fray, P (2006): Benefits of ISO 9001 www.iqc.bz/html
Hoyle, D, & Thompson, J. (2001) Converting a Quality Management System using theProcess Approach United Kingdom, Transition Support
Limited
Hoyle, D. (2001): ISO 9000 Quality Systems Handbook London,
Butterworth-Heinemann
Machin J. L. J.(1980): The Expectations Approach- Improving managerialcommunication and performance London, McGraw-Hill
Book Company (U K) Limited
Martin, W. B. (1989): Managing Quality Customer Service London, Kogan Page
Ltd.;
Naumann, E. & Hoistington, S, (2001): Customer Centered Six SigmaLinking
Customers, Process Improvement, and Financial Results,
Wiscosin, American Society for Quality Press
OHanlon, T, (2002): Quality Audits for ISO 9001:2000: Making compliance
value-added Wisconsin, Quality Press,
Okolie, E. E. (2002): Upgrading Your Quality System to ISO 9000 Standards- Apractical Approach Ibadan, Spectrum Books Limited
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
56/59
56
Onwuka W. E. (2006): Implementing ISO 9001:2000 An unpublished trainingdocument
Onyene, V. E. (2000): Dynamics of Institutional ManagementTowards Strategic
Administrative Competence Lagos; Sam Orient Publishers
Pasterczyk, C. E (1999): A Graded Approach to ISO 9000 Implementation for
Records Managers in www..sandia.gov/html
Peters, T. (1995): In search of Excellence, New York, Harper Collins
Simmons, B. L. &White, M. A. (1999): The Relationship between ISO 9000 and
Business Performance: Does Registration Really Matter?
Journal of Managerial Issues, Vol. 11, 1999
Sprow; E. (1992): Insights into ISO 9000 Manufacturing Engineering, p 73,
September 1992.
Standards Organisation of Nigeria. SON Import/Export Inspection Guidelines, Lagos
Togun, A. (2005): Business Policy for Graduates and Professionals, An
instruction manual for LAUTECH MBA programme,
Ogbomoso
Waller, J., Allen, D., & Burns, A. (1993) The Quality Management Manual- How to
write and develop a successful manual for Quality
Management System, London, Kogan Page Limited
Wilkins, R. H. (1994): The Quality Empowered Business: Creating a circle-4
Quality System for Success, New Jersey, Prentice Hall, Inc.
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
57/59
57
APPENDIX 1: QUESTIONNAIRE FOR MANAGERS
DEPARTMENT OF MANAGEMENT SCIENCES
FACULTY OF ENGINEERING TECHNOLOGY
LADOKE AKINTOLA UNIVERSITY OF SCIENCE AND TECHNOLOGY
OGBOMOSHO, NIGERIA
Dear Respondent,
This questionnaire is designed to support the evaluation of the roles of managers in the
implementation of ISO 9001 in selected Nigerian companies. You are not expected to writeyour name on the questionnaire, your response will be kept in absolute confidence.
SECTION APersonal and Company data
Pleases complete this information as precise as possible
1. Company
2. Department
3. Current job title:
4. How many years have you been in management position:
5. For how long have your company been implementing ISO 9001
6. Have you attended a training programme on Quality Management Systems
7. If yes. who provided the traininga) Private training firm, b). ISO consultant c). Standards Organization of Nigeria d).In-house facilitator
8. How many times have you attended a training related to Quality ManagementSystems?
a). once b). twice c). thrice d). four or more
9. Do you perform the role of a Management representative? Yes or No
SECTION B: General knowledge of ISO 9001a. In what ways do you get information concerning ISO 9001
b. What is the main reason why companies implement ISO 9001
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
58/59
58
SECTION CEvaluation of rolesIn this section, evaluate the roles of managers (collectively) in your company towards your
companys implementation of ISO 9001. Note that a score of 1 means that you perceive their
roles as being very poor, a Score of 2 as being poor, a score of 3 as being fair and a score of4 as good while 5 indicates very good.
S/N Particulars 1 2 3 4 51. How well we have ensured that the actions necessary to
achieve planned results and the continual improvement of
the companys processes are implemented
2. How well we have ensured that documents used in ourquality system are controlled
3. How well we have contributed towards the definition ofthe quality policy
4. How well our quality policy has been communicated toemployees
5. How well our top management is committed to theimplementation process
6. How well the management team show equal commitmentto ISO 9001 implementation
7. How well we have been involved in performing customersatisfaction survey in the last one year
8. How well our internal structure has affected the way werun our quality management system
9. How well we provided resources needed to implement theQuality Management System
10. How well we have removed all factors that tend to de-motivate staff in the work place
11. How well we have defined our organizational structure
12. How well we provide trainings after a training needsassessment has been done
13. How well training received impacted on your ability tomeet customers requirements
14. How well we have improved our product planning processsince we began ISO implementation
15. How well we have developed competency in the use ofstatistical techniques in the monitoring, measurement,
analysis and improvement of products and processes
-
7/31/2019 Evaluation of Role of Managers in Implementation of ISO 9001 in Selected Nigerian Companies
59/59
top related