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dc.contributor.authorAlmeida, Diogo [UNESP]
dc.contributor.authorPradhan, Ninad
dc.contributor.authorMuniz Jr, Jorge [UNESP]
dc.date.accessioned2018-12-11T17:21:40Z
dc.date.available2018-12-11T17:21:40Z
dc.date.issued2018-08-06
dc.identifierhttp://dx.doi.org/10.1108/IJQRM-12-2016-0228
dc.identifier.citationInternational Journal of Quality and Reliability Management, v. 35, n. 7, p. 1343-1359, 2018.
dc.identifier.issn0265-671X
dc.identifier.urihttp://hdl.handle.net/11449/176600
dc.description.abstractPurpose: The purpose of this paper is to discuss factors to support ISO 9001:2015 implementation. A framework for identification and prioritization of factors is applied in Brazilian power train suppliers (Tier 1). Brazil is the eighth largest vehicle manufacturer in the world. Design/methodology/approach: The data analysis presented in this paper is grounded in an empirical study involving ISO 9001 certified Brazilian companies (47 plants) that supply auto parts to power train assembly plants. They represent almost 50 percent of the Tier 1 Brazilian power train suppliers. Data collection and analysis is performed with the participation of managers who are experts in quality management systems and ISO 9001. Analytic hierarchy process (AHP) supports the mixed methods approach. The data analysis is broken down by electrical components, machining, sub-components and small parts manufacturers. Findings: The factors assessed are top management commitment, team commitment, training, responsibilities and authorities defined, schedule for implementation, quality culture, resource availability, integration between departments, level of bureaucracy as well as level of awareness regarding the ISO 9001 significance. A new factor was identified, which was not cited in the literature, quality staff reliability. Research limitations/implications: The research is applied to suppliers of powertrain manufacturers and could reflect other sectors. It is important observe that the automotive sector represents a microcosm of the organization in general and many production models stem from there. Practical implications: Understanding the critical factors is important to ensure that managers allocate resources appropriately during implementation and maintenance of ISO 9001:2015. Social implications: Organizations around the world have, until 2018, to upgrade their quality systems to ISO 9001:2015 and the results of this paper can support strategies and decision making about that. Originality/value: This paper evidences the relative importance among factors and ranks item in order of importance for ISO 9001:2015 implementation. Prior studies indicate the need to develop a mixed methods study to examine the role of the critical factors to support the ISO 9001:2015 implementation as done in this paper.en
dc.format.extent1343-1359
dc.language.isoeng
dc.relation.ispartofInternational Journal of Quality and Reliability Management
dc.sourceScopus
dc.subjectAHP
dc.subjectAutomotive suppliers
dc.subjectBrazil
dc.subjectISO 9001
dc.titleAssessment of ISO 9001:2015 implementation factors based on AHP: Case study in Brazilian automotive sectoren
dc.typeArtigo
dc.contributor.institutionUniversidade Estadual Paulista (UNESP)
dc.contributor.institutionUniversity of Tennessee
dc.description.affiliationDepartment of Production Faculty of Engineering Guaratingueta Campus Universidade Estadual Paulista (UNESP)
dc.description.affiliationDepartment of Industrial and Systems Engineering University of Tennessee
dc.description.affiliationUnespDepartment of Production Faculty of Engineering Guaratingueta Campus Universidade Estadual Paulista (UNESP)
dc.identifier.doi10.1108/IJQRM-12-2016-0228
dc.rights.accessRightsAcesso aberto
dc.identifier.scopus2-s2.0-85050070611
dc.identifier.file2-s2.0-85050070611.pdf
unesp.author.orcid0000-0001-6718-5466[1]
unesp.author.orcid0000-0003-3496-0256[3]
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