QUALITY MANAGEMENT, TOTAL QUALITY MANAGEMENT, ‎TQM, QUALITY CERTIFICATION PROCESS, ISO, BUSINESS ‎ADMINISTRATION, MANAGEMENT SCIENCE, ‎INTERNATIONAL STANDARDS, INTERNATIONAL ‎ORGANIZATION FOR STANDARDIZATION (ISO), STEPS TO ‎ISO CERTIFICATION, COST OF ISO CERTIFICATION PROCESS, ‎STRENGTHS AND DRAWBACKS OF ISO, QUALITY ‎MANAGEMENT PRINCIPLES (QMPS), BUSINESS ‎ADMINISTRATION, MANAGEMENT SCIENCE, EDUCATION ‎AND LEARNING,‎

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STEPS IN THE CERTIFICATION PROCESS
Certification is “the receipt of a document from an authorized source stating that a device, process,
or operator has been certified to a known standard”. (Bauer, Duffy & Westcott, 2006)
“International standards are an important strategic tool that can help a company tackle
some of its more pressing challenges.”(BDC)
“ISO 9000 is a series of international standards first published in 1987 by the International
Organization for Standardization (ISO), Geneva, Switzerland. Organizations can use the standards to
help determine what is needed to maintain an efficient quality management system. For example, the
standards describe the need to have an effective quality system, to ensure that measuring and testing
equipment is calibrated regularly, and to maintain an adequate record-keeping system, as well as
many other elements of a complete quality management system.”(Bauer, Duffy & Westcott, 2006)
“ISO 9001 standard can be utilized in any organization. Therefore it should not be associated with
production corporations only. It is also used by distribution and service companies as well as public
institutions (i.e. offices, universities, hospitals, the police etc.).”(Brzozowski, Rogala& Skowron,
2014)
Steps to ISO certification:
“While obtaining an ISO certification, it requires an investment of time, money and effort. It allows a
company to benefit from improved processes and controls while providing it with and additional
credibility with customers.”(BDC)
Cost of certification process:
“The costs for developing and registering a formal management system vary depending on the size
and complexity of an organization and its internal processes.”
 First “are developmental costs, namely the time spent documenting and implementing the
system.”
 Second “are costs associated with training employees to prepare the necessary documents and
to plan and conduct effective internal audits.”
 Third “is the cost of registration, which includes conducting the audit and registering the
management system. The cost depends on the number of locations, the scope of work, the
number of shifts and so on.” (BDC)
“Some of these costs can be reduces by using an external consultant, especially since this reduces the
risk of starting down the wrong path or missing critical requirements of the standard. As a general
guideline, it usually takes eight to 18 months from inception to registration, with the average
being 12 months.” (BDC)
Depending on the maturity of the organization’s existing management system, the size and
complexity of an organization and the scope of registration, it will cost between $12,000 and
$50,000 to implement a formal management system, plus the costs of the registration audits, which
usually run between $2,000 and $30,000 per year. (BDC)

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How to get certified?
Before organization get certified, first develop and document the production processes,
implementing the correct procedures to ensure the organization can maintain its quality standards.
(BDC)
Here are the four essential steps to becoming an ISO-certified business.
1. Develop the management system
 “Identify the core or business processes.”
 “Document processes with the involvement of employees.”
 “Review, approve and distribute the documents to those who need access to the
information.”
2. Implement the system
 “Ensure procedures are being performed as they are described in the organization’s
documentation.”
 “Ensure employees are trained properly for the tasks they are performing.”
 “Create effective reporting systems to cover inspection, testing, corrective actions,
preventive actions, management review meetings, monitoring of objectives, statistical
techniques and so on.”
 “Monitor the effectiveness of processes through the use of measurable data, where
possible.”
 “Review and take action to improve in the areas required.”
3. Verify that the system is effective
 “Conduct the audit and review the processes and system for compliance and
effectiveness. Observe interview people and look at sample records.”
 “Identify and report strengths and weaknesses of the management system.”
 “Take corrective or preventive action as required.”
4. Register the system
 “Select the appropriate auditing body for external registration.”
 “Submit the management system documentation for review to ensure it complies with the
applicable standard.”
 “Prepare for review by an external auditor to confirm that the system’s requirements are
being satisfied and that the management system is implemented effectively.”(BDC)

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STRENGTHS AND DRAWBACKS OF ISO
Every model has its strengths and drawbacks. ISO is no exception. One of the drawbacks is the
extremely high cost. ISO reports that it can take up to two years to obtain certification. It is not
unusual for the total costs, including outside consultants’“help, to be in excess of $100,000 U.S. In
addition to this, there are the annual costs of showing adherence to the procedures.”(COL, 2012)
Strengths/Why Become Certified Weaknesses/Drawbacks
 “Clarifies the expectations of both buyers
and suppliers.”
 “Considered to be a return to the rigidity of
Taylorism and bureaucracy. Complete lack
of flexibility.”
 “Can help a small company grow.”  “Like a noose around employees' necks.”
 “Gain new, additional business
opportunity.”
 “Although there might be more compelling
production problems, the paper work
(documentation) must take precedence.”
 “Gives an organisation marketing muscle.
When an organisation is ISO-certified, it can
display the ISO sign. This suggests that it
produces better quality products.”
 “Too much unnecessary paperwork. For
example, the story is told that the standard
adopted for ISO documentation specified
that four copies of a document were
required. No check was made as to whether
or not all four were required. They were
not; the fourth copy was being discarded.”
 “Company with certification is more likely
to be selected if all other sources of product
or service are unknown.”
 “For the purchaser, reduces the selection
time needed to qualify suppliers.”
 “ISO-certification is an impersonal
management control tool.”
 “ISO certification is seen as a symbol of
commitment. It implies that: Every
employee is committed to quality.”
“If there are problems, these will be fixed.”
 “May become necessary for an organisation
to survive. There appears to be a great
emphasis on ISO-certification at the same
time that the number of suppliers is being
reduced. In fact, many companies will not
buy products from a company that is not
ISO certified.”
 “Makes the need for corrective action easy
to recognize.”
 “Matches the production process to the
system that has been designed instead of
vice-versa (usually because the system was
badly designed).”
 “Generally, there are reductions in
customer complaints, operating costs, and
increased demand for their products and
services.”

4. Total Quality Mgt. (5575)-2020
 “Requires too high a standard of education,
in comparison to the menial tasks that are
being done. This is a disadvantage to
people who have limited education. It
limits their ability to learn and be promoted
within the organisation.”
 “Very difficult for owners of small and
medium sized businesses to accept –
somewhat of a culture shock. They no
longer make all the decisions.”
 Assessors are a nuisance. They can, ‘take
up time, frighten the staff, and generally
poke their noses into the business’.
 “Demotivates people and discourages all
individual initiatives.”
 “Too large an emphasis on policing and
control. The modern trend is more to
normative compliance. Extremely high
costs.”
(COL, 2012)
The Quality Management Principles (QMPs) can be used as a foundation to guide an organization’s
performance improvement. These are timeless ideas which will help to align an organization with all
of its stakeholders: customers, suppliers & employees. Here is a summary of the 7 Quality
Principles, along with some supporting information on how to apply it to an organization. (9000
Store, 2020)
Quality Principle 1: Customer Focus
As an organization, the success depends on customer satisfaction. Therefore one need to
understand current and future customer needs, meet customer requirements and strive to
exceed their expectations. Managing customer satisfaction is key. Organizations must analyze
that…
 Do they carefully review their customer’s requirements?
 How they know if the customers are satisfied? (9000 Store, 2020)
Quality Principle 2: Leadership
The organization’s leaders are the top level of management. They establish unity of purpose
and direction of the organization. They should create and maintain the internal environment in
which people can become fully involved in achieving the organization’s objectives. To
establish a great environment organization should build trust, equip and empower employees,
recognize employee achievements and hard work, and set challenging goals to keep
employees motivated.
The captain guides the ship, and likewise, Top Management has a responsibility to embrace
these principles and the quality management system. Specifically, the organization’s
leadership should hold management review meetings to keep the QMS (and organization)
running smoothly. (9000 Store, 2020)
Quality Principle 3: Engagement of people
People at all levels are the essence of an organization and their full involvement enables their
abilities to be used for the organization’s benefit. ISO 9001 requires training to ensure

5. Total Quality Mgt. (5575)-2020
employees have the tools they need to do their job and contribute to the success of the
organization.
In order for people to support the quality initiatives, they must understand them. Additionally,
organization must create an environment where employees feel confident and comfortable
asking questions, learning and sharing knowledge. To benefit the employees, an employee
overview of ISO 9001 is recommend . (9000 Store, 2020)
Quality Principle 4: Process approach
A desired result is achieved more efficiently when activities and related resources
are managed as a process.
A process is a set of activities that use resources (people, machines, etc.) to transform inputs
into outputs. Every organization is made up of a series of interacting processes. (9000 Store,
2020)
Quality Principle 5: Improvement
Continual improvement of the organization’s overall performance should be a
permanent objective of the organization. Top management should encourage their employees
to make improvements and also measure improvement consistency. Auditing the
QMS and improving the processes is a key requirement of ISO 9001. (9000 Store, 2020)
Quality Principle 6: Evidence based decision making
Effective decisions are based on the analysis of data and information.
When the data reveals that an area is underperforming, it is important to take corrective
actions to improve performance.
Root Cause Analysis is a good way to determine the source of the problem for knowing what
corrective actions should be taken. (9000 Store, 2020)
Quality Principle 7: Relationship management
The organization needs to identify and select suppliers (and other interested parties) that can
manage costs, optimize resources and create value. When organization is establishing
relationships it wants to collaborate to ensure that it is both focuses on continual
improvement. The organization is unique, so there is not one right answer as to the
application of these principles above. However, implementing ISO 9001 can help establish a
solid basis for improved quality and customer satisfaction. (9000 Store, 2020)
Conclusion:
ISO 9001 implementation and certification requires strict adherence to a very detailed process.
Keeping in view the strengths and drawbacks of ISO certification, it is recommended for the
organization to pursue for ISO certification. Although the process for certification is lengthy but on
long run it is beneficial for the organization to stand in market by describing its certified standards.
REFERENCES
9000 Store. (2020). Seven Quality Principles. The 9000 Store. Retrieved from https://the9000store.com/iso-9001-2015-requirements/iso-
9001-2015-introduction/iso-9000-quality-principles/
Bauer, J. E., Duffy, G. L., & Westcott, R. (2006). The quality improvement handbook, 2nd
ed.. Milwaukee, ASQ Quality Press.
BDC. (n.d). ISO and other certifications. Business Development Bank of Canada. Retrieved from https://www.bdc.ca/en/articles-
tools/operations/iso-other-certifications/pages/iso-certificate-process.aspx
Brzozowski, T., Rogala, P., & Skowron, P. (2014). Quality Management System ISO 9001–Weaknesses, Practical Irregularities and
Threats. In Proceedings of International Scientific Conference. Retrieved from https://www.tvp.zcu.cz/cd/2014/sbornik.htm

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COL. (2012). Quality Management. Vancouver: Commonwealth of Learning.