Orientador: Olivio Novaski / Dissertação (mestrado profissional) - Universidade Estadual de Campinas, Faculdade de Engenharia mecanica / Made available in DSpace on 2018-08-04T05:27:08Z (GMT). No. of bitstreams: 1 Cossolini_EmeraldoBattagin_M.pdf: 6782970 bytes, checksum: 2f0553147592074ff52f0af64747aaf6 (MD5) Previous issue date: 2004 / Resumo: A gestão por processos tem se demonstrado como um método eficiente para gestão da organização, tendo se apresentado como elemento fundamental dos prêmios de Qualidade FNPQ - Fundação para o Prêmio Nacional da Qualidade, EFQM- European Foundation for Quality Management, e outros. Na versão 2000 o modelo normativo ISO9001 estabeleceu que a gestão por processos deve ser adotada como base para otimização da gestão e a melhoria contínua das organizações. A implementação da gestão por processos confere às áreas envolvidas, a visão sistêmica da organização, interfaces claramente identificadas, e suficiência de dados e informações suprindo as necessidades da cadeia de relacionamentos internos e externos Complementada pela introdução de elementos de controle, indicadores de desempenho de processos, e monitoramento constante dos mesmos, solidifica-se como um modelo forte para geração de subsídios necessários para análises críticas as ações de melhoria contínua. É razoável afirmar, que os processos organizacionais ora definidos sejam os mais adequados, ou ainda, sejam perenes na organização. Seja por questões de mercado, pelas mudanças internas, ou ainda fatores impostos por outros elementos externos, o redesenho dos processos, é necessário, e de vital importância. Esta necessidade de redesenho deve ser identificada no "momento crítico", e deve ser iniciada de um modo ordenado e inteligente, de forma tal, a conferir um incremento substancial no desempenho com relação ao processo atual. O trabalho apresentado nesta dissertação foi desenvolvido em uma organização que atua no competitivo ambiente de telecomunicações, sendo constituído de três etapas: i) mapeamento dos processos organizacionais, ii) adequação dos processos identificados ao modelo normativo ISO900 1, e iii) o redesenho do processo chave do negócio (desenvolvimento de produtos e serviços) , o qual foi iniciado por uma forte necessidade interna. o trabalho foi intensamente suportado pelo uso de ferramentas de Tecnologia de informação (TI), por um forte embasamento teórico, por programas de treinamento que permearam grande parte da organização e pela participação efetiva de uma equipe adequadamente treinada e preparada. Gestores internos ainda, participaram de cada etapa identificando os problemas e propondo soluções. Esta participação foi delineada por um método de trabalho ordenado por uma gestão central, responsável principal pelo projeto como um todo / Abstract: The process management is efficient method to respond a organization's needs, and is a very important support for a Quality Prizes accomplishment. The process approach implementation confers to the involved areas, the complete vision of he organization, interfaces c1early identified, and sufficiency data and information, supplying the requirements of internal and external relationships. Complemented by, control elements, metrics of process performance, and constant accuracy monitoring, it makes a solid and strong model, giving a necessary subsidies for critical analysis, and corrective /preventive actions to all organizational issues. It is reasonable to affirm, that nor always, that the defined organizations process are totally adjusted, or still, they are perennial in the organization. Either by a market questions, the internal changes, or still, by other external elements, the redesigns of this processes, is necessary, and represent a vital importance. This redesign must be identified at the "critical moment", and initiate by a intelligent way, conferring to it, a substantial increment in performance in relation a current process The work presented in this job developed in an telecommunication organization, being consisting of three stages: i) mapping of the organizational processes, ii) adequacy of the processes identified to normative model ISO9001, and iii) redesign of the key process (products and services development), whose was started by a strong internal necessity. The work was intensely supported by the use of tools of Information Technology (IT), for a strong theoretical basement, by training programs (covering a relevant part of organization), and by adequately trained and prepared team. Managers had participated of each stage, identifying the problems and considering solutions. This participation was delineated by a method sponsored by a central management area / Mestrado / Planejamento e Gestão Estrategica da Manufatura / Mestre Profissional em Engenharia Mecanica

ISO9000品質管理為企業界重要的標準規範，近年來學校機構也紛紛引進作為其行政管理的制度，從文獻可以發現，ISO9000品質管理活動對行政服務品質有顯著的影響。本研究透過問卷調查，以八所私立高級中學為樣本，採用問卷調查法，來瞭解ISO9000品質管理目前在高級中學的實施狀況與對學校行政品質的影響。從組織變項與個人變項對導入「ISO9000品質管理活動」的反應，以及「ISO9000品質管理活動」與「行政服務品質」之間的相關性，利用問卷調查並經過統計分析。包括單變量與多變量變異數分析、Pearson相關分析、多元迴歸與SEM因果路徑分析等統計方法，用以瞭解「ISO9000品質管理活動」與「行政服務品質」的關係。從統計分析結果，本研究可歸納出以下幾方面的結論： 一、高級中學在「ISO9000品質管理活動」與「行政服務品質」的整體表現 （一） 高級中學整體而言，對「ISO9000品質管理活動」有高度肯定 （二） 高級中學整體而言，對「行政服務品質」有高滿意度 二、不同高級中學之學校組織因素在「ISO9000品質管理活動」與「行政服務品質」的差異情形 （一）「鄉鎮地區學校」較「都會區學校」對「ISO9000品質管理活動」有較高的肯定，對「行政服務品質」有較高的滿意度。 （二）班級數在「61班以上」者，其對「ISO9000品質管理活動」的肯定與「行政服務品質」滿意度最高。 （三）設校時間越短，「ISO9000品質管理活動」的肯定與「行政服務品質」的滿意度越高。 （四）ISO認證時間對「ISO9000品質管理活動」的肯定與「行政服務品質」滿意度程度呈現波谷狀，年數由認證2年者向認證6年者先減後增。 （五）繼續接受ISO認證的學校在「ISO9000品質管理活動」的「品質管理系統」、「管理責任」與「量測、分析與改善」上，較不繼續認證者有較高度的肯定。 三、不同高級中學之學校教職員個人因素在ISO9000品質管理活動與行政服務品質的差異情形 （一）職務變項在「ISO9000品質管理活動」與「行政服務品質」的反應，會因職務不同而有所不同。 （二）對於「ISO9000品質管理活動」與「行政服務品質」，男性比女性表現較高的肯定度與滿意度。 （三）在「ISO9000品質管理活動」的「資源管理」部分，年齡變項「未滿30歲」組小於「30歲以上-未滿40歲」組與「40歲以上-未滿50歲」組。 （四）個人學歷變項對於「ISO9000品質管理活動」與「行政服務品質」表現差異未達顯著。 （五）個人總服務年資變項對於「ISO9000品質管理活動」與「行政服務品質」表現差異未達顯著。 （六）現任學校服務年資對於「ISO9000品質管理活動」與「行政服務品質」表現差異未達顯著。 （七）瞭解ISO者相較於不瞭解者對「ISO9000品質管理活動」表現高度肯定，在「行政服務品質」方面，也表現高度滿意。 四、「ISO9000品質管理活動」對「行政服務品質」具有顯著的影響 （一）「ISO9000品質管理活動」對「行政服務品質」有顯著的正相關。 （二）「ISO9000品質管理活動」對「行政服務品質」有高度的預測力。

The basic objective of this research was to assess the suitability of Total Quality Management (TQM) via the International Standards Organization (ISO) 9000/2000 quality accreditation system route for bringing about organisational transformation in the Indian Railways and to develop an India specific model for taking an ISO certified organization towards TQM.The first part of the research aimed at getting the ‘as is’ and ‘should be’ status of Indian Railways from an organisational change point of view. Based on the work carried out by Khandwalla (1995), a series of open-ended and close-ended questions were asked to the senior members of Indian Railways. Analysis of their responses was undertaken. It indicated that the way they thought Indian Railways should change was in line with the TQM model of change.The culture-TQM fit was studied as a part of this research. ‘Hierarchy’ (or power distance) and its related concept ‘collectivism’ were identified as the two cultural constructs which affect the successful implementation of TQM. The second part of the research aimed at measuring the hierarchical orientation among the employees of Indian Railways. This was measured on three dimensions of ‘dependency proneness’, ‘personalised relationship’ and ‘status consciousness’ based on the work done by Sinha (1995). It was found that among the three dimensions, ‘status consciousness’ and ‘dependency proneness’ were more deeply entrenched cultural traits among Indian Railway employees as compared to ‘personalised relationship’. On the two dimensions of ‘status consciousness’ and ‘dependency proneness’, the class 1 officers of Indian Railways were less hierarchy conscious than the class 2 officers who, in turn, were less hierarchy conscious than the supervisors. The tendency for ‘personalised relationship’ did not vary significantly either across the class 1 officer, class 2 officer and supervisor categories or across different age groups. Further, employees less than 30 years old, from 31 years to 50 years old and more than 50 years old, demonstrated similar level of ‘status consciousness’ and ‘dependency proneness’. This shows that at least in the Indian Railways, even among the younger generation, notwithstanding 15 years of liberalisation, hierarchical orientation continues to be a powerful cultural trait.The third part of the research aimed at understanding the impact of ISO 9000 implementation in the Indian Railway units. It was found that, contrary to the literature, there was no resistance to implementation of ISO based change in the Indian Railways. This research argues that because of their strong sense of identity with their work group, the employees of Indian Railways are more amenable to an internal leader initiated change. Hence there was no resistance to change.The fourth part of the research was an action research project aimed at ISO 9000:2000 certification of a warehousing unit in the Indian Railways. This was carried out to investigate the way organisational learning occurred during ISO certification. Three action cycles were conducted over a period of two months. Seven months later, one additional cycle was completed. Special care was taken to see that the conclusions arrived after one cycle were validated from other sources. It was found that departmentalism and lack of team spirit are major problems in Indian Railways. Both are ascribed to the caste system in India. It is hypothesised that since an Indian Railway employee remains in a department throughout his/her career, the department becomes his/her ‘professional caste’. The research then identifies an Indianised version of leadership in the context of organisational change. It hypothesises that hierarchical teacher-student (guru-shishya) relationship with the leader invokes personal bases of power which promotes change in India. The teacher-student (gurushishya) relationship with the leader is conceptually similar to ‘intellectual stimulation’ factor of transformational leadership. The ‘personalised relationship’ with a more equitable slant can be elevated to the status of ‘individualised consideration’ factor of transformational leadership and the Nurturant Task (NT) leadership model of India is conceptually similar to the contingent reward factor of transformational leadership.In the context of TQM, this research hypothesises that there is a sequential relationship among the critical success factors (CSFs) of TQM. For this, one should begin by framing process-based quality procedures and quality objectives. Process based quality procedures and quality objectives lead to development of team orientation in the context of TQM implementation. Similarly, a multi-tier Corrective and Preventive Action (CPA) reinforced with a reward and recognition system, positively intervenes in the transition of an ISO certified organization towards TQM.The learning arrived at in different parts of the research was finally integrated into a model for transforming an ISO certified unit towards TQM. The model shows that propagation of customer satisfaction as a value and not just as a measurement- as in a customer satisfaction index – is key for replacing some of the dysfunctional traditional Indian values which do not fit in a liberalised economy. More specifically, the compulsion of implementing a ‘Corrective / Preventive Action’ makes a person come out of his/her traditional moorings and thus begins his/her socialisation outside his/her ‘professional caste’. The reinforcing effect of successive improvement inculcates a feeling of team spirit among members of different functional groups. Successive CPAs supported by a suitable reward system and an Indianised version of leadership mentioned earlier create a spiral vortex which continually pulls the organization towards achieving TQM.Finally, this research establishes a link between the soft system methodology and an India specific cultural dimension called ‘context sensitivity’. The researcher argues that it is because of context sensitivity of Indians that no resistance to change was found during ISO implementation in Indian Railways. This also explains why post liberalisation Indians have been able to make a mark in the world.

管理資訊系統與全面品質管理關係之探討管理資訊系統的發展對企業造成許多衝擊，隨著企業競爭型態日趨劇烈，管理資訊系統不僅可以協助企業快速而有效的儲存、傳送、及處理資訊，進而對組織產生成本降低、生產力提昇、及支援工作的改善，更可加強企業整體的競爭能力，幫助企業創造競爭優勢。而在企業推展全面品質管理的同時，管理資訊系統與全面品質管理之間又有怎樣的關係存在？本文探討管理資訊系統與全面品質管理之階段性發展特色，並以我國國家品質獎之評審標準為例，由各評審項目探討在全面品質管理與管理資訊系統之發展，並以民國84年我國國家品質獎之申請廠商作為個案研究對象，探討管理資訊系統與全面品質管理之發展關係。在現有的樣本中，發現兩者的發展關係相當密切，國家品質獎的得獎廠商在這兩項的發展上均有一定之水準。 / The Investigation of The Relation Between Management Information Systems (MIS) and Total Quality Manageme (TQM) The development of management information systems (MIS) brings very much impact to business. When the style of business's competition comes more and more intensive, MIS can not only help the business to save, transfer, and process information but also decrease the cost, increase productivity and improve supporting works. Besides, MIS can improve the whole competition of the business, and create new competition advantages. What is the relation between MIS and total quality management (TQM)? This text investigates the characteristics of MIS and TQM's staging development, and uses the national quality award adjuststandards to investigate the development of MIS and TQM within each item. With those firms who applied the national quality award in 1995 as case study, we find that the relation between MIS and TQM is very closed.

The basic objective of this research was to assess the suitability of Total Quality Management (TQM) via the International Standards Organization (ISO) 9000/2000 quality accreditation system route for bringing about organisational transformation in the Indian Railways and to develop an India specific model for taking an ISO certified organization towards TQM.The first part of the research aimed at getting the ‘as is’ and ‘should be’ status of Indian Railways from an organisational change point of view. Based on the work carried out by Khandwalla (1995), a series of open-ended and close-ended questions were asked to the senior members of Indian Railways. Analysis of their responses was undertaken. It indicated that the way they thought Indian Railways should change was in line with the TQM model of change.The culture-TQM fit was studied as a part of this research. ‘Hierarchy’ (or power distance) and its related concept ‘collectivism’ were identified as the two cultural constructs which affect the successful implementation of TQM. The second part of the research aimed at measuring the hierarchical orientation among the employees of Indian Railways. This was measured on three dimensions of ‘dependency proneness’, ‘personalised relationship’ and ‘status consciousness’ based on the work done by Sinha (1995). It was found that among the three dimensions, ‘status consciousness’ and ‘dependency proneness’ were more deeply entrenched cultural traits among Indian Railway employees as compared to ‘personalised relationship’. On the two dimensions of ‘status consciousness’ and ‘dependency proneness’, the class 1 officers of Indian Railways were less hierarchy conscious than the class 2 officers who, in turn, were less hierarchy conscious than the supervisors. The tendency for ‘personalised relationship’ did not vary significantly either across the class 1 officer, class 2 officer and supervisor categories or across different age groups. Further, employees less than 30 years old, from 31 years to 50 years old and more than 50 years old, demonstrated similar level of ‘status consciousness’ and ‘dependency proneness’. This shows that at least in the Indian Railways, even among the younger generation, notwithstanding 15 years of liberalisation, hierarchical orientation continues to be a powerful cultural trait.The third part of the research aimed at understanding the impact of ISO 9000 implementation in the Indian Railway units. It was found that, contrary to the literature, there was no resistance to implementation of ISO based change in the Indian Railways. This research argues that because of their strong sense of identity with their work group, the employees of Indian Railways are more amenable to an internal leader initiated change. Hence there was no resistance to change.The fourth part of the research was an action research project aimed at ISO 9000:2000 certification of a warehousing unit in the Indian Railways. This was carried out to investigate the way organisational learning occurred during ISO certification. Three action cycles were conducted over a period of two months. Seven months later, one additional cycle was completed. Special care was taken to see that the conclusions arrived after one cycle were validated from other sources. It was found that departmentalism and lack of team spirit are major problems in Indian Railways. Both are ascribed to the caste system in India. It is hypothesised that since an Indian Railway employee remains in a department throughout his/her career, the department becomes his/her ‘professional caste’. The research then identifies an Indianised version of leadership in the context of organisational change. It hypothesises that hierarchical teacher-student (guru-shishya) relationship with the leader invokes personal bases of power which promotes change in India. The teacher-student (gurushishya) relationship with the leader is conceptually similar to ‘intellectual stimulation’ factor of transformational leadership. The ‘personalised relationship’ with a more equitable slant can be elevated to the status of ‘individualised consideration’ factor of transformational leadership and the Nurturant Task (NT) leadership model of India is conceptually similar to the contingent reward factor of transformational leadership.In the context of TQM, this research hypothesises that there is a sequential relationship among the critical success factors (CSFs) of TQM. For this, one should begin by framing process-based quality procedures and quality objectives. Process based quality procedures and quality objectives lead to development of team orientation in the context of TQM implementation. Similarly, a multi-tier Corrective and Preventive Action (CPA) reinforced with a reward and recognition system, positively intervenes in the transition of an ISO certified organization towards TQM.The learning arrived at in different parts of the research was finally integrated into a model for transforming an ISO certified unit towards TQM. The model shows that propagation of customer satisfaction as a value and not just as a measurement- as in a customer satisfaction index – is key for replacing some of the dysfunctional traditional Indian values which do not fit in a liberalised economy. More specifically, the compulsion of implementing a ‘Corrective / Preventive Action’ makes a person come out of his/her traditional moorings and thus begins his/her socialisation outside his/her ‘professional caste’. The reinforcing effect of successive improvement inculcates a feeling of team spirit among members of different functional groups. Successive CPAs supported by a suitable reward system and an Indianised version of leadership mentioned earlier create a spiral vortex which continually pulls the organization towards achieving TQM.Finally, this research establishes a link between the soft system methodology and an India specific cultural dimension called ‘context sensitivity’. The researcher argues that it is because of context sensitivity of Indians that no resistance to change was found during ISO implementation in Indian Railways. This also explains why post liberalisation Indians have been able to make a mark in the world.

The basic objective of this research was to assess the suitability of Total Quality Management (TQM) via the International Standards Organization (ISO) 9000/2000 quality accreditation system route for bringing about organisational transformation in the Indian Railways and to develop an India specific model for taking an ISO certified organization towards TQM.The first part of the research aimed at getting the ‘as is’ and ‘should be’ status of Indian Railways from an organisational change point of view. Based on the work carried out by Khandwalla (1995), a series of open-ended and close-ended questions were asked to the senior members of Indian Railways. Analysis of their responses was undertaken. It indicated that the way they thought Indian Railways should change was in line with the TQM model of change.The culture-TQM fit was studied as a part of this research. ‘Hierarchy’ (or power distance) and its related concept ‘collectivism’ were identified as the two cultural constructs which affect the successful implementation of TQM. The second part of the research aimed at measuring the hierarchical orientation among the employees of Indian Railways. This was measured on three dimensions of ‘dependency proneness’, ‘personalised relationship’ and ‘status consciousness’ based on the work done by Sinha (1995). It was found that among the three dimensions, ‘status consciousness’ and ‘dependency proneness’ were more deeply entrenched cultural traits among Indian Railway employees as compared to ‘personalised relationship’. On the two dimensions of ‘status consciousness’ and ‘dependency proneness’, the class 1 officers of Indian Railways were less hierarchy conscious than the class 2 officers who, in turn, were less hierarchy conscious than the supervisors. The tendency for ‘personalised relationship’ did not vary significantly either across the class 1 officer, class 2 officer and supervisor categories or across different age groups. Further, employees less than 30 years old, from 31 years to 50 years old and more than 50 years old, demonstrated similar level of ‘status consciousness’ and ‘dependency proneness’. This shows that at least in the Indian Railways, even among the younger generation, notwithstanding 15 years of liberalisation, hierarchical orientation continues to be a powerful cultural trait.The third part of the research aimed at understanding the impact of ISO 9000 implementation in the Indian Railway units. It was found that, contrary to the literature, there was no resistance to implementation of ISO based change in the Indian Railways. This research argues that because of their strong sense of identity with their work group, the employees of Indian Railways are more amenable to an internal leader initiated change. Hence there was no resistance to change.The fourth part of the research was an action research project aimed at ISO 9000:2000 certification of a warehousing unit in the Indian Railways. This was carried out to investigate the way organisational learning occurred during ISO certification. Three action cycles were conducted over a period of two months. Seven months later, one additional cycle was completed. Special care was taken to see that the conclusions arrived after one cycle were validated from other sources. It was found that departmentalism and lack of team spirit are major problems in Indian Railways. Both are ascribed to the caste system in India. It is hypothesised that since an Indian Railway employee remains in a department throughout his/her career, the department becomes his/her ‘professional caste’. The research then identifies an Indianised version of leadership in the context of organisational change. It hypothesises that hierarchical teacher-student (guru-shishya) relationship with the leader invokes personal bases of power which promotes change in India. The teacher-student (gurushishya) relationship with the leader is conceptually similar to ‘intellectual stimulation’ factor of transformational leadership. The ‘personalised relationship’ with a more equitable slant can be elevated to the status of ‘individualised consideration’ factor of transformational leadership and the Nurturant Task (NT) leadership model of India is conceptually similar to the contingent reward factor of transformational leadership.In the context of TQM, this research hypothesises that there is a sequential relationship among the critical success factors (CSFs) of TQM. For this, one should begin by framing process-based quality procedures and quality objectives. Process based quality procedures and quality objectives lead to development of team orientation in the context of TQM implementation. Similarly, a multi-tier Corrective and Preventive Action (CPA) reinforced with a reward and recognition system, positively intervenes in the transition of an ISO certified organization towards TQM.The learning arrived at in different parts of the research was finally integrated into a model for transforming an ISO certified unit towards TQM. The model shows that propagation of customer satisfaction as a value and not just as a measurement- as in a customer satisfaction index – is key for replacing some of the dysfunctional traditional Indian values which do not fit in a liberalised economy. More specifically, the compulsion of implementing a ‘Corrective / Preventive Action’ makes a person come out of his/her traditional moorings and thus begins his/her socialisation outside his/her ‘professional caste’. The reinforcing effect of successive improvement inculcates a feeling of team spirit among members of different functional groups. Successive CPAs supported by a suitable reward system and an Indianised version of leadership mentioned earlier create a spiral vortex which continually pulls the organization towards achieving TQM.Finally, this research establishes a link between the soft system methodology and an India specific cultural dimension called ‘context sensitivity’. The researcher argues that it is because of context sensitivity of Indians that no resistance to change was found during ISO implementation in Indian Railways. This also explains why post liberalisation Indians have been able to make a mark in the world.

Utgångspunkten i arbetet har varit att belysa den generella bilden vid en övergångsprocess, där metoderna och hjälpverktygen är tillämpliga på alla företag som ska göra övergången till ISO9001:2015. Vidare har case-företagets nuläge studerats ingående med en lämpliga metoder för att visa på hur detta kan göras samt vilken vikt det har för att underlätta övergången till en ny standard. Arbetet syftar därmed till att underlätta övergångsprocessen till ISO9001:2015 (Se figur 1)   1)      Vilka metoder är lämpliga att använda för att kartlägga nuläget gällande ISO9001?  Frågeställningen har besvarats genom att data har samlats in med hjälp av flera olika metoder. Dessa jämfördes sedan med varandra för att komma fram till vilka skillnader och likheter som fanns. Metoderna som användes var, enkätundersökning, samtal och en egenutvecklad metod ”metod för egenbedömning”. Analysen genomfördes och resultatet visar på att de olika metoderna kom fram till delvis olika resultat. Vidare är det såldes viktigt att analysera ett nuläge för mer än 1 perspektiv och genom olika metoder. 2)      Vilka skillnader finns mellan ISO9001:2008 och ISO9001:2015?  Den använda metoden för att fastställa de skillnader som fanns mellan standarderna utgjordes av en gap-analys. Analysen genomfördes genom att följande krav i ISO9001:2015 och dess korrelation i ISO9001:2008 jämfördes och skillnaden (gapen) kunde identifieras.(Se Figur 11) 3)      Vilka hjälpverktyg passar företag inför en enkel och effektiv övergång till ISO9001:2015? Nuläget har satts i relation till 3 kritiska faktorer som enligt Poksinska[8] är avgörande vid implementering av en ny standard. Utifrån dessa faktorer har relevanta hjälpmedel konstruerats för att företag ska kunna gå från sitt nuläge till en ny standard på bästa möjliga sätt. De nya krav som fastställdes i gap-analysen måste organisationer uppfylla för att bli certifierade enligt ISO9001:2015. Relevanta metoder har därför tagits fram utifrån de upplevda svårigheterna och behov företag hade i övergångsprocessen som fastställdes i O. Makie, B. Haxha examensarbete 2016 [2]. Dessa metoder kan direkt tillämpas i alla Sveriges företag oavsett vilken verksamhet som bedrivs i syfte att smidiggöra övergångsprocessen till ISO9001:2015.   Resultatet av denna studie är de hjälpverktyg och metoder som tagits fram och dessa har sitt ursprung antigen från företagets nuläge eller från gap-analysen. Det har även varit viktigt att sätta dessa verktyg och metoder i relation till den teori som behandlats för att visa på att de fyller ett syfte och har en vetenskapligrund. Hjälpverktygen kan direkt tillämpas ute hos företag och kan komma att bli en del i det vardagliga kvalitetsledningsarbetet. / The key point in this thesis has been to illustrate the overall picture of a transitions process where the tools and methods are applicable on all companies that will make the transition to ISO9001:2015. Furthermore has the case company’s current situation been thoroughly studied with suitable methods to prove how this can be done and the importance it has to easen the transition to a new standard. The key is to ease the transition process to ISO9001:2015 (figure 1). Which methods are suited to determine the current situation regarding ISO9001? This has been answered by collecting data by using many different methods. The methods were then compared to each other to figure out which differences and similarities there was. The used methods are: serveys, dialogues and a self-developed method ”metod för egen bedömning” (method of self-assessment). The analysis was conducted and the results show that the different methods came to partially different results. Furthermore, it’s important to analyze a subject from more than one perspective and by using different methods.  2. What are the differences between ISO9001:2008 and ISO9001:2015?   The method that were being used to determine the differences that existed between the standard systems consisted of a gap-analysis. The analysis was carried out by comparing the following demands in ISO9001:2015 and its correlation in ISO9001:2008 and the difference (the gaps) could be identified (Figure 11).  3. Which auxiliary tools are suited for companies facing a simple and effective transition to ISO9001:2015? The current situation has been put in relation to three important and critical factors which, according to Poksinska[8], are crucial when implementing a new standard. Relevant tools have been designed based on these factors to allow companies to ascend to the new standard in the best possible fashion. Companies must fulfill the new standards, determined by the gap-analysis, to be certified by ISO9001:2015. Relevant methods have been constructed from the difficulties and needs the companies experienced during the transition process as determined by O. Makie, B. Haxha thesis 2016 [2]. These methods can be directly applied to all Swedish companies, no matter what kind of business the company is conducting, to make the transition to ISO9001:2015 as simple as possible. The results from this thesis are the tools and methods that was produced and these have got their origin from the company’s current situation or from the gap-analysis. It has also been important to relate these tools and methods to the theory that has been processed to show their purpose and that they are supported by a scientific basis. The auxiliary tools can be directly applied and could come to be a part of the everyday quality management.

There is much dialogue in the global aviation industry about Safety Management Systems (SMS) and how it should be integrated across all domains of the industry including aircraft design, production, flight operations, overhaul and maintenance, suppliers, service providers, airports, and so forth (Johnson, 2012). Regulators have made significant progress in recent years to implement ICAO’s SMS into airlines, albeit as a required or recommended practice. More recently the regulators are seeking to implement SMS into the aircraft manufacturing and aircraft maintenance domains. This research reviewed regulatory publications from multiple countries to assess the technical makeup of SMS, and understand what regulators are requiring, or recommending, and when. It was found that global regulators accept the ICAO published definition of SMS, but different regulators have varying approaches regarding implementation. However, they are consistent in initially targeting airlines for SMS implementation. SMS comments range from “The best thing since sliced bread” to “Worst thing since the creation of the FAA; I don’t need anyone telling me what’s safe when I already know it; waste of time and money”. This investigation experimented with field tests to connect the engineering, production and airline domains into one ICAO SMS model. Results indicate that because the different domains are risk-specific, the application of one safety risk management model to all domains is not viable. The SMS model applies to airlines because airlines’ primary risk is about operational safety. Aircraft production and maintenance is about production risk – therefore the risk model must be centric to process risk. Field test 3 tailored the ICAO SMS risk architecture to assess and mitigate process risk as applicable to the aircraft manufacturing and maintenance. Although the SMS architecture was usable, the content and focus was significantly adjusted to be production process-risk centric, to the point where the term “SMS’ was deemed out of place. The resulting model was therefore named Production Risk Management System (PRMS). Following the emergence of PRMS from field tests, this investigation reviewed industry, research and regulatory arguments for and against SMS in the airline industry, and correlated those arguments with the benefits and non-benefits of PRMS for the manufacturing and aircraft maintenance domains. The researcher advocates PRMS as a viable model that meets ICAO SMS-like architecture for aircraft production and maintenance. Methods were identified for developing and implementing PRMS, and for evaluating its ROI. If and when “SMS” is truly mandated in these domains, the researcher proposes PRMS as a viable model that should be considered. Furthermore, the researcher proposes that PRMS can be an effective production risk management system that can enhance the organization’s existing QMS, regardless of “SMS” regulations.

There is much dialogue in the global aviation industry about Safety Management Systems (SMS) and how it should be integrated across all domains of the industry including aircraft design, production, flight operations, overhaul and maintenance, suppliers, service providers, airports, and so forth (Johnson, 2012). Regulators have made significant progress in recent years to implement ICAO’s SMS into airlines, albeit as a required or recommended practice. More recently the regulators are seeking to implement SMS into the aircraft manufacturing and aircraft maintenance domains. This research reviewed regulatory publications from multiple countries to assess the technical makeup of SMS, and understand what regulators are requiring, or recommending, and when. It was found that global regulators accept the ICAO published definition of SMS, but different regulators have varying approaches regarding implementation. However, they are consistent in initially targeting airlines for SMS implementation. SMS comments range from “The best thing since sliced bread” to “Worst thing since the creation of the FAA; I don’t need anyone telling me what’s safe when I already know it; waste of time and money”. This investigation experimented with field tests to connect the engineering, production and airline domains into one ICAO SMS model. Results indicate that because the different domains are risk-specific, the application of one safety risk management model to all domains is not viable. The SMS model applies to airlines because airlines’ primary risk is about operational safety. Aircraft production and maintenance is about production risk – therefore the risk model must be centric to process risk. Field test 3 tailored the ICAO SMS risk architecture to assess and mitigate process risk as applicable to the aircraft manufacturing and maintenance. Although the SMS architecture was usable, the content and focus was significantly adjusted to be production process-risk centric, to the point where the term “SMS’ was deemed out of place. The resulting model was therefore named Production Risk Management System (PRMS). Following the emergence of PRMS from field tests, this investigation reviewed industry, research and regulatory arguments for and against SMS in the airline industry, and correlated those arguments with the benefits and non-benefits of PRMS for the manufacturing and aircraft maintenance domains. The researcher advocates PRMS as a viable model that meets ICAO SMS-like architecture for aircraft production and maintenance. Methods were identified for developing and implementing PRMS, and for evaluating its ROI. If and when “SMS” is truly mandated in these domains, the researcher proposes PRMS as a viable model that should be considered. Furthermore, the researcher proposes that PRMS can be an effective production risk management system that can enhance the organization’s existing QMS, regardless of “SMS” regulations.