Lessons learned in quality management-a rational role for certification

This paper acknowledges the benefits of ISO 9000 certification, principally because of the publicity it has given to quality issues. But we have moved on (at least in the UK) since the concepts of QA were introduced in the 1960s. The pros have received widespread publicity-the paper notes some `cons´. Today we need to place ISO 9000, and indeed QA, as part of a more rational approach to the drive for quality and excellence. Most manufacturing companies now have quality management as a routine part of general management activity, with certification as a marketing tool if they need it. The colossal interest in certification from the mid 80s to the mid 90s comes from the small and medium sized enterprises (SMEs) many of whom may have been pressured into somewhat artificial quality effort in order to satisfy competitive tendering requirements introduced into the public sector. Product liability laws, the EU and government promotion were further factors. Since that period it seems debatable whether the current interest from the service sector generally, with lawyers, dentists, estate agents clamouring for quality certification is really good for the country at large. Perhaps their quality drive should be focussed, not so much on systems, but on strategies more appropriate to their particular sector-customer satisfaction-continuous improvement-TQM-human factors etc. ISO 9000 activity may not be sufficiently beneficial, unless the focus is on the poor performers in industry