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外文翻译 原文 Impact of ISO 9000 implementation on the organization Material Source: /0265-671X.htm Author: Avinash Kumar Srivastav Introduction Quality of products and services is essential for realising customer satisfaction. As a strategic management approach and an ongoing process, TQM employs statistical process control and engages the whole organisation on continuous improvement of products and services. TQM implementation, however, is generally very difficult andtime-consuming(Quazi and Padibjo, 1997). Unlike TQM, International Quality System Standard: the ISO 9000 series, developed by International Organisation for Standardisation(ISO) is amenable for comparatively easier implementation, third-party verification and certification (Srivastav, 2007). ISO 9000 certification can only be obtained when systems, processes and procedures meeting the requirements of the standard are documented and put in practice; and the practice outcomes are recorded and presented as evidence of implementation. The flip side of ISO 9000 ISO 9000 is not free from criticism and quality of products/services of ISO 9000 certified companies is not necessarily higher than that of non-certified companies (Stratton, 1994; Simmons and White, 1999; Rodriguez-Escobar et al., 2006). Results from ISO 9000 certification, however, depend on the intention behind implementing ISO 9000 (Han et al., 2007). When an organisation views ISO 9000 certification as an end in itself, it is vulnerable to revert to traditional practice and lose the benefits after ISO 9000 certification (Askey and Dale, 1994). Implementation of ISO 9000 in PSMI A large public sector manufacturing industry: PSMI (name disguised) having multiple production units in different parts of India was experiencing serious difficulties due to liberalisation of Indian economy and the resulting globalisation of business. Since quality problems in PSMI were fast multiplying, the company decided to implement ISO 9000, prefe
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