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Distribution & Logistics Management articles > January 1995 articles

Is
the ISO 9000 series for total
quality management? (International Organization
for Standards)
In te rn a ti o n a l Jo u rn a l o f Ph ysi ca l D i stri b u ti o n & L o g i sti cs Ma n a g e m e n t | January 01,
1995 | Ho, Samuel K.M. | Copyright
Introduction to total quality management philosophy
The total quality management (TQM) philosophy provides the overall concept that fosters continuous
improvement in an organization. This philosophy stresses systematic, integrated, consistent, organization-
wide perspective involving everyone and everything. It focuses primarily on total satisfaction for both the
internal and external customers, within a management environment that seeks continuous improvement of
all systems and processes. The TQM philosophy emphasizes use of all people, usually in multi-functional
teams, to bring about improvement from within the organization. It stresses optimal life-cycle cost and
uses measurement within a disciplined methodology to target improvements. The key elements of the
philosophy are the prevention of defects and an emphasis on quality in design.
Important aims include the elimination of losses and the reduction of variability. Further, it advocates the
development of relationships - employee, supplier and customer. Finally, the philosophy is based on an
intense desire to achieve victory.
Definitions of quality
There are various well-known definitions of quality. ISO 8402[1] defines quality as "the totality of features
and characteristics of a product or service that bears on its ability to meet a stated or implied need".
Crosby[2] defines quality as "conformance to requirement". Juran and Gryna[3] defines quality as "fitness
for use". Japanese companies find that the old definition of quality, "the degree of conformance to a
standard", is too narrow and consequently have started to use a new definition of quality in terms of "user
satisfaction"[4].
It is interesting to note that satisfying the customers' needs and expectations is the main factor in all these
definitions. Therefore it is important for a manufacturer to identify such needs early in the product
development cycle. The ability to define accurately these needs, including design, performance, price,
safety, delivery and so on, will place a manufacturer ahead of competitors in the market.
The definitions of TQM
There are many definitions of TQM. Tobin[5] defines TQM as the totally integrated effort for gaining
competitive advantage by continuously improving every facet of organizational culture.
Witcher[6] defines TQM as:
Total: every person in the firm is involved (and where possible its customers and suppliers).
Quality: customer requirements are met exactly.
Management: senior executives are fully committed.
Feigenbaum[7] defines TQM as the total quality control's organization-wide impact.
Another definition, from the USA's Department of Defense in Saylor[8], is that TQM is both a philosophy
and a set of guiding principles that are the foundation of a continuously improving organization. TQM is the
application of quantitative methods and human resources to improve the material services supplied to an
organization, all the processes within the organization, and the degree to which the needs of its customers
are met, now and in the future. TQM integrates fundamental management techniques, existing
improvement efforts, and technical tools under a disciplined approach focused on continuous improvement.
The basic principles of TQM
TQM principles are the main factors which guarantee the successful implementation of TQM. Broadly
speaking, they can be classified into ten major headings:
(1) Leadership. (2) Commitment. (3) Total customer satisfaction. (4) Continuous improvement. (5) Total
involvement. (6) Training and education. (7) Ownership. (8) Reward and recognition. (9) Error prevention.
(10) Co-operation and teamwork.
All these principles can be found in works by authors such as Saylor[8] and Hakes[9].
The quality problems in manufacturing
The manufacturing industry is now used as a typical example to illustrate the problems of quality
confronting industries in general. Manufacturing industry is chosen because it encompasses most
business functions encountered in other sectors and industries, like the service sector, public sector,
education and training, etc.
Oakland[10] points out that employing more inspectors, tightening up standards, developing correction,
repair and rework teams, will not promote quality. Nevertheless, these activities still exist in today's
manufacturing industry.
Witcher[6] also lists out the activities that people used to deal with problems of quality most of the time.
They include:
* Correcting errors - e.g. misspelled written material.
* Finding out where things are - e.g. missing files.

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* Finding why things are late - e.g. stock shortages.
* Checking things we do not trust - e.g. double checking research results.
* Rectifying and reworking - e.g. modifying designs which are too difficult to produce.
* Apologizing to customers - e.g. finding and explaining to them.
* Clearing up - e.g. scrap, returns.
* Making good - e.g. warranty claims, service.
Another quality problem experienced by Crosby[2] is that instead of learning to understand the process and
eliminate the causes of errors, concentration is usually on devising bigger and better testing procedures to
find the bad components and keep the good ones.
Hakes[9] mentions a few quality problems too. He points out that companies used to detect defects and
errors in their products and services and then congratulate themselves on taking remedial action to put
them right. They continue fire-fighting and rectifying the same problems desperately week after week,
month after month, and year after year!
Last but not least, all the quality gurus believe that over 80 per cent of quality problems are caused by
management and fewer than 20 per cent are caused by workers[9]. Crosby also estimates that
manufacturing companies spend 25 per cent of turnover on doing things wrongly or reworking.
Why TQM?
According to Deming[11], Figure 1 is not new to the Japanese any longer. Since the 1950s, the
management in many Japanese firms have adopted this chain reaction. Management and workers have
the same aim, namely quality. This chain reaction offers one benefit after another on quality improvement.
It is difficult to accept initially that improving quality can improve productivity. However, the chain speaks
for itself, and Japan's marvellous economic achievement is the undeniably solid evidence. So TQM is
necessary in activating Deming's chain reaction.
The flow diagram in Figure 2 is used to explain that in Japan the consumers are the most important part of
a production cycle. To meet customers' requirements is the task one needs to accomplish. Since TQM
aims at customer satisfaction, it ought to be implemented and practised.
From Figure 3, one can see that suppliers and customers exist not only outside an organization, but inside
too. There is a series of supplier-customer relationships. These relationships serve as an important
interface in the quality chain. Failure to meet requirements in any part of a quality chain will affect the other
parts[10]. To avoid this happening, TQM needs to be practised.
Figure 4 gives a clearer idea of supplier-customer relationships. It shows the stages a product needs to go
through before reaching a consumer's hands. To make sure that the right products are produced first time,
co-ordination between all the stages is important. As a result, TQM is the one and only means of assuring
customers that they will get what they want first time, each time and every time.
Last, TQM is necessary because it works. The pioneering firms in TQM include American Express, IBM,
Xerox, 3M, Toyota, Ricoh, Canon, Hewlett-Packard, Nissan and many others[12].
BS 7850: the 1992 TQM standard
The publication of the new BS 7850: 1992 TQM has provoked the questions - where does the standard fit
relative to ISO 9000; where does it sit relative to the writings of Deming, Feigenbaum, Oakland and so on?
According to the ex chief executive of BSI, Dr M. Sanderson[13], in Part 1 of the new standard, "Guide to
Management Principles", a guidance document has been produced which is aimed at senior management.
It has long been recognized that without total dedication from the top to the principles of TQM, the chances
of effective promulgation of the concepts throughout the organization are unlikely, and the unnecessary
change to management and work attitudes would be difficult to achieve.
The main principles recognize that customer satisfaction, health and safety, the environment and business
objectives are mutually dependent and that all businesses can be broken down into a series of process
steps. Above all, TQM involves investment in both time and people. The rewards can be substantial, but
the commitment must be total.
BS 7850: Part 2 "Guide to Quality Improvement Methods" deals with the implementation of a continuous
quality improvement process, as applied to every aspect of the organization. It concludes with an
informative list of the most common tools and techniques used.
A recommendation to implement TQM
Oakland[10] proposes a very practical way of implementing TQM that can be summarized as in Figure 5.
There are altogether 12 steps to implement TQM. They are drawn up in a systematic and logical sequence.
The history of ISO 9000
Hakes[9] finds that after the Second World War pressure for quality came from the military. As a result, 05
series of Ministry of Defence (MoD) quality standards and the Allied Quality Assurance Publication (AQAP)
series of NATO standards were born. Major companies in the automotive industry began to establish their
own quality system standards and assess their suppliers. In order to control the increase of different types
of quality system standards and to reduce the multiple assessments, the British Standards Institution (BSI)
eventually developed the military standards into BS 5750 series (Parts 1, 2 and 3: 1979). Since then, they
have been used as the source for the ISO 9000 series.
The purpose of ISO 9000 series
In clause 0 of ISO 9000 ("Guidelines for selection and use"), it states that:
Most organizations - industrial, commercial or governmental - produce a product or service intending to
satisfy a user's needs or requirements. Such requirements are often incorporated in "specifications".
However, technical specifications may not in themselves guarantee that a customer's requirements will be
consistently met. For example, there may be deficiencies in the specifications or in the organizational
system to design and produce the product or service. Consequently, this has led to the development of
quality system standards and guidelines that complement relevant product or service requirements given in
the technical specification.
The contents of the ISO 9000 series
ISO 9000 comes with four parts as follows:
(1) ISO 9001: This is applicable in contractual situations whereby the supplier is capable of demonstrating
its ability in design, development, production, installation and servicing.


(2) ISO 9002: This is applicable for contractual usage, and product conformance can be achieved through
production and installation.
(3) ISO 9003: This is applicable for quality assurance in final inspections and tests with the aim of
detecting and controlling the disposition of any product nonconformity.
(4) ISO 9004: This serves as a guideline in developing and implementing a quality management system.
The "Quality system requirement" (Section 4) of ISO 9001 has 20 clauses which stipulated the conduct for
a good quality management system. They are:
4.1 Management responsibility. 4.2 Quality system. 4.3 Contract review. 4.4 Design control. 4.5 Document
control. 4.6 Purchasing. 4.7 Purchaser supplied product. 4.8 Product identification and traceability. 4.9
Process control. 4.10 Inspection and testing. 4.11 Inspection, measuring and test equipment. 4.12
Inspection and test status. 4.13 Control of nonconforming product. 4.14 Corrective action. 4.15 Handling,
storage, packaging and delivery. 4.16 Quality records. 4.17 Internal quality audits. 4.18 Training. 4.19
Servicing. 4.20 Statistical techniques.
The similarities and differences between TQM and ISO 9000
The similarities and differences between TQM and ISO 9000 can best be explained by a Venn diagram, as
shown in Figure 6.
The interpretation of sub-sets 1-4 are as follows:
(1) S1: ISO 9000. For many firms, the first step in creating a total quality environment is likely to be the
establishment of a quality management system such as ISO 9000 series, Ford Q-101, Rover RG2000, etc.
Establishing such a system is the initial building block.
(2) S2: People. It is vital in a total quality organization to capture the hearts and minds of everybody within
the organization, starting at the top and permeating, via a chain of customer-supplier relationships
throughout the whole organization and beyond [ILLUSTRATION FOR FIGURE 3 OMITTED]. Therefore,
management commitment, training, teamwork, leadership, motivation, etc., would each have a vital and
complementary role to play in establishing a total quality environment.
(3) S3: Improvement tools. There is no enterprise that cannot be improved. A vital part in creating a total
quality environment is to recognize the need for continuous improvement programmes and here BS 7850:
Part 2 should be a real and tangible help. A list of such tools and techniques is:
* data collection form;
* affinity diagram;
* benchmarking;
* brainstorming;
* cause and effect diagram;
* flow chart;
* tree diagram;
* control chart;
* histogram;
* pareto diagram;
* scatter diagram.
(4) S4: Satisfying customers. TQM is not just to meet customer requirements. It concerns how to give
them satisfaction. Some companies, like Rover Cars, use the term "Extraordinary customer satisfaction"
as their corporate mission. Customer requirements may include availability, delivery, reliability,
maintainability and cost effectiveness, among many other features. If we are dealing with a supplier-
customer relationship crossing two organizations, then the supplier must establish a "marketing" activity
charged with this task. The marketers must, of course, understand not only the needs of the customers,
but also the ability of their own organization to meet customers' demands. Within organizations, between
internal customers and suppliers, the transfer of information regarding requirements is frequently poor to
totally absent. The price of quality is therefore the continual examination of the requirements and our ability
to meet them. This will lead to a "continuing improvement" philosophy.
The importance of ISO 9000
According to Oakland[10], the ISO 9000 series sets out the methods that can be implemented in an
organization to ensure customers' requirements are fully met. Not only does a fully-documented quality
management system ensure the customers' requirements are met, but the organization's requirements will
also be met, both internally and externally and at an optimum cost. This is the result of efficient utilization
of the available resources - material, human and technological.
Irvine[14] points out that many companies are now seeking registration to quality standard BS 5750 to
demonstrate that they are in control of their businesses, and have proved it to a certifying body. Going for
ISO 9000 registration is a good way of measuring your progress and monitoring your maintenance of that
status. It can bring marketing benefits, but really should be regarded as the beginning of a continuous
improvement process rather than the end.
By August 1992, there were 49 countries with their own boards for registering ISO 9000 series' standards.
In some countries, there is more than one registration body. For instance, in the UK, companies can
register under BSI, Lloyds, Yardsley and others approved by the National Council for Certification Award
Bodies.
Bodinson[15] made a very strong comment that if one did not implement ISO 9000 series standards, in
some cases it would be virtually impossible to sell one's products to the European Community (EC) after
1992. This is simply because these standards will be applied to a number of products made or imported by
the EC.
Application of quality management standard
There are more than 16,000 companies registered in the 1991-92 BSI Guide of Registered Firms mainly in
the UK. Today, besides the manufacturing industries, there are service organizations that have met the
requirements of the quality system[16,17]. BS 5750 is also used for functions other than reducing multiple
assessment by purchasing organizations. According to Ware[18], BS 5750 can be used for three different
cases. These are in the purchaser-supplier contractual relationship, by third-party certification and
assessment bodies as the basic requirement for such certification, and by individual organizations to


establish a sound quality system by following the principles that are outlined in the standard.
Reasons for implementing the quality system standard
There are numerous reasons why many companies are now developing their quality systems to the
requirements of the standard. Owen[19] of Lankro Chemicals provides four reasons why his company
implemented BS 5750. They are to:
(1) reduce first time failure;
(2) reduce the costs of customer claims;
(3) get things right the first time;
(4) improve service to the customer and to increase competitiveness.
Melville and Murphy[20] of GEC Plessey Telecommunication Ltd, said their company chose ISO 9000 as
part of the Total Quality Improvement Programme because they wanted to move away from the traditional
role of chasing failure, towards an attitude of prevention and for every individual to be responsible for
producing good quality products and services.
The EC Council Resolution on a global approach to conformity assessment[21] provides three reasons why
companies should implement a quality system based on ISO 9000. These are:
(1) To improve awareness of quality and have the standard of UK-produced products.
(2) To reduce the need for customer-supplier demonstrations of quality assurance procedures by
introducing a third-party quality assurance certificate.
(3) To open markets outside the UK by ensuring that ISO 9000 is compatible with EEC and US quality
procedures.
Whittington[22], in his study assessing the interest of organizations in implementing ISO 9000 and the
difficulties they faced, discovered four different reasons for implementing the standard. They are:
(1) Pressure from large customers.
(2) To maintain contracts with existing customers.
(3) To use the constraints of the standard to prevent scrap.
(4) To reduce auditing of the quality system by customers.
Failure to implement the standard for the right reasons may prevent companies from gaining potential
benefits from the system. Two of the companies studied by Whittington claimed that ISO 9000 costs much
money to implement and maintain, and that their product quality is no better than before the system was
implemented. He also found that there was no reduction in assessment and auditing, as claimed by much
of the literature. Whittington found that among the incorrect reasons for implementing the standard are to:
* make reference to the standard on company headed paper;
* get the kitemark symbol on the company's product;
* enforce discipline on employees;
* retain existing customers.
Besides the right reasons, the degree of commitment by top management will determine the success of
the system. Top management is required to generate a conducive environment to enhance the
development of the system. This can be achieved by developing a company quality policy and objectives.
This will enable all the employees to work towards the same quality goal. Total commitment is essential.
Owen[19] comments that "without full commitment from the Managing Director and the board,
implementing a quality assurance scheme such as ISO 9000 simply has no chance to succeed".
Lockyer[23] says that among the first steps to quality is that "there must be an uncompromising
commitment to maintain or improve the quality level, starting with the most senior management and floor
downwards".
Benefits of implementing the quality system
Since the inception of the quality system over a decade ago, many organizations have claimed benefits as
direct results of implementing the system. Much literature[24-26] claims that money is saved through
reduced cost, satisfied customers, waste reduction and reduction in time consumed on reworking of
designs and procedures.
Bulled[24] claimed that the potential benefits or advantages of implementing a quality system based on
ISO 9000 fall into two categories, which are:
(1) the advantages of having the system;
(2) additional advantages accruing from the result of having a quality system that has been independently
assessed.
The British Standard Institution, in an effort to market BS 5750, have published some of the claimed
benefits[27]. They are:
(1) BSI certification is a first class marketing tool. The certification marks and symbols can be used on
publicity, packaging and company literature.
(2) Major buyers, like the Ministry of Defence and British Coal, already accept BSI certification and
registration as proof of quality and technical expertise.
(3) Customers are much less likely to act on their own special assessments thus saving everyone's time
and money.
(4) Where there is a need for it, a company will improve its quality performance; and, as quality rises, so
will company morale.
(5) The cost of lost orders, reworking, extra handling, production wastage, senior executive's time, will all
come down once you are operating to BS 5750.
(6) Better quality performance will improve customer satisfaction and lead to increased sales,
competitiveness and profitability.
(7) Confidence comes from knowing that your quality system is under independent surveillance.
(8) The company's name will appear in the BSI Buyer Guide - an essential reference book for buyers at


home and abroad - and also in the Department of Trade and Industry's National Register of Quality
Assessed Companies.
(9) As more British Standards become harmonized with international ones, BSI certification will be of
increasing help to the public in export markets.
The benefits of the standard are not only received by the companies that implement the standard, but also
by their customers. Reed Corrugated Cases sees advantages both in cost and image in the
marketplace[28]. An advantage to their customers was in the reduction of product price because the
company was able to reduce cost and rejects. Bowater Containers Southern claims that benefits to the
customer are fourfold:
(1) Regular checks of incoming goods can be replaced with a random audit procedure.
(2) Large amounts of stocks no longer need to be held as a safeguard against the quality of the supplier's
next delivery.
(3) Tight packaging specifications are maintained for clients who have their own automated plant.
(4) There are improved communications with all its suppliers.
The Metal Finishing industry has claimed that the benefits of implementing the standard are
tremendous[29]. Among the benefits reported are:
* Better workflow through the factory and improved efficiency lead to better customer service.
* There is a consistent standard of training for new operators.
* Consistent reduction of reworking has resulted in savings of over [pounds]10,000.
* The workforce is much more conscious of their contribution to the quality of work they produce and has
become more involved in shopfloor improvements to quality.
* Better document control leads to improved communication with the customers and internally in the
factory.
* The quantifiable saving on customer rejects, to only 40 per cent of the previous level, results in more
repeated business and a steady increase of new business.
* The in-house rejection rate has been halved, and savings in the consumption of chemicals such as
electrolyte and electrode are well over [pounds]40,000 annually.
* Higher quality work is noticeable as the customer return falls from 3 per cent of sales revenue to less
than 0.5 per cent. This results in savings of more than [pounds]30,000.
Difficulties in implementing the quality system
Several firms have reported that they faced some difficulties while implementing the standard. For
example, Lankro Chemical[19] found that selecting the right part to implement was a problem. This stems
from the difficulty in defining a company that has a R&D department but does not do new designs.
Sayle[30] comments that he has "lost count of the number of people who have expressed their inability to
understand the application of the factors affecting selection of the appropriate part". He claims that the
guidelines are inadequate to select the part required.
Interpretation of the various sections of the standard was another difficulty faced by many companies.
Chemoxy International plc[31] reported that they faced major disagreement in interpreting the independence
of management representatives, the requirement of calibration and the extent of documentation needed.
Fear of change at the start of the project was among the difficulties faced by the company during
implementation.
ISO 9000 as a route to implementing TQM
It is always debatable whether it is better to implement TQM or ISO 9000 first. However, if one sees ISO
9000 as a route to TQM, they are complementary to one other. For companies who are already on TQM,
installing ISO 9000 is relatively straightforward. On the other hand, if companies are planning towards
TQM, they can use ISO 9000 as a vehicle. From the above discussion, and based on the experience of
the author, it seems there are a number of important points which need to be followed in order to implement
TQM and ISO 9000 successfully:
(1) TQM philosophy and ten basic principles - they are very important and form the foundations for
success in implementation. In particular, the leadership and commitment from the top management are
vital. Getting these right first time is far more important than anything else!
(2) Practise the ten "commandments" - it is no good just understanding TQM principles without putting
them into practice.
(3) Use other people's experience as a guide to create your own TQM model - every organization is
different. It is best to understand yourself thoroughly and produce a TQM model that suits you best. Then
you can use ISO 9000 as a structural framework for the implementation of TQM.
(4) Customer satisfaction and continuous improvement - never try to look for a "quick fix" or consider
profits as the priority and avoid fancy slogans such as "right first time" or "zero defects". Improvement
over time is important.
(5) Use ISO 9000 as a route to TQM - try to develop a Quality Manual for ISO 9000 that is suitable for your
company and its customers. Fully implement it and then go for continuous improvement. This will lead
your company towards TQM in a systematic way.
(6) ISO 9000 needs TQM - even with ISO 9000 certification in hand, it would not guarantee that the
products and services are of high quality. In order to produce quality products and services, the system
needs TQM to lift it up to expectations!
(7) TQM is knowledge-base conscious - TQM philosophy is very conscious of using the knowledge-base
as an asset in an organization. Everybody needs to be educated and trained to do a better job. The top
management also needs to be educated and trained!
(8) Be optimistic and use tools, knowledge and skills - even though some pitfalls and cautions have been
voiced by some TQM experts and practitioners, if one implements TQM by acquiring all ten basic
principles and treating them as a way of life, then there should not be any risks in going for TQM style of
management. One would not spend much capital in implementing TQM, apart from the costs of education,
training and retraining. Furthermore, "Quality is Free"[2]. Finally, be optimistic about the results.
Conclusion


All around the world, in many developed and developing countries, TQM and ISO 9000 are promoted by
government bodies and many firms. The UK's Department of Trade and Industry has published a full range
of booklets and videos on TQM. The Single European Marketing Directive on Standards and Certification
stipulates that ISO 9000 should be encouraged among its 12 member countries. In South-East Asian
countries like Hong Kong, Malaysia and Singapore, the governments have set up special divisions to help
industries to go for ISO 9000 accreditation. Many Japanese companies in these regions like Sony,
Panasonic, etc., have followed suit. In mid-1992, the Chinese Government required that all foreign
manufacturers investing in China and exporting their goods should seek ISO 9000 registration. All this
evidence has supported one theme: ISO 9000 and TQM are the passports to success.
This article has given a diagnosis of TQM and ISO 9000, their relationships, and how they are being
practised by successful companies. Counter-examples have been given to explain some of the
misinterpretation and mismanagement of the systems. It has been proved by many that these systems are
the golden routes to satisfying the demanding needs of consumers in the 1990s. Finally, a framework for
implementation of either scheme has been suggested which can be used as a valuable guideline for firms
going for ISO 9000 and TQM.
References
1. ISO 8402, Quality Vocabulary, International Standard Organisation, Geneva, 1986.
2. Crosby, P.B., Quality is Free, McGraw-Hill, New York, NY, 1979.
3. Juran, J.M. and Gryna, F.M., Quality Planning and Analysis, Tata McGraw-Hill, New Delhi, 1988, pp.
126-8.
4. Wayne, S.R., "Quality control circle and company wide quality control", Quality Progress, October 1983,
pp. 14-17.
5. Tobin, L.M., "The new quality landscape: total quality management", Journal of System Management,
Vol. 41 No. 11, 1990, pp. 10-14.
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Marketing, Winter 1990.
7. Feigenbaum, A.V., Total Quality Control, 3rd ed., McGraw-Hill, New York, NY, 1991, pp. 5-6, 11-14.
8. Saylor, J.H., TQM: Field Manual, McGraw-Hill, New York, NY, 1992.
9. Hakes, C., Total Quality Management: A Key to Business Improvement, Chapman & Hall, London,
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11. Deming, W.E., Out of the Crisis, MIT Centre for Advanced Engineering Study, Cambridge, MA, 1986.
12. Smith, S., "Perspectives: trends in TQM", TQM Magazine, Vol. 1 No. 1, 1988, p. 5.
13. Sanderson, M., "BS 7850: 1992 - where does it fit?", BSI News, September 1992, pp. 8-9.
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170-3.
15. Bodinson, G.W., "Warning: ignoring ISO standards may be harmful to your company's future", Industrial
Management, Vol. 33 No. 2, 1991, pp. 11-12.
16. Rooney, E.M., "A proposed quality system specification for the national health service", Quality
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19. Owen, F.J., "Why quality assurance in a chemical manufacturing company?", Symposium on Quality
Assurance in the Process Industries, Institution of Mechanical Engineers, Manchester, December 1986.
20. Melville, S. and Murphy, A., "Quality improvements through people", Quality Assurance, Vol. 15 No. 1,
1989, pp. 25-8.
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February 1990.
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Management, Vol. 6 No. 3, 1988, pp. 54-8.
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October 1983, pp. 9-10.
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1987, pp. 271-80.
25. Collyer, R., "BS 5750 and its application", Polymer Paint and Colour Journal, Vol. 177 No. 4191, 1987,
pp. 318.
26. Atkin, G., "Practical benefits in the factory", Work Management, November 1983, pp. 38-42.
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Standards Institute, London, 1987.
28. Dawson, D., "Packaging in marketing: cracker packs", Marketing, December 1988, p. 42.
29. Straw, D., "The benefits of independent quality assurance registration to buyers of finished
components", Transaction Institute of Metal Finishing, Vol. 66, May 1988, pp. 73-4.
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pp. 50-3.
31. West, A. and Phillips, T.M., "Let's go with 5750, experience of implementing BS 5750 in a small
chemical company", Symposium on Quality Assurance in the Process Industries, Institution of Mechanical
Engineers, Manchester, December 1988.

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