Vouzas Fotis
University of Macedonia, Greece
Katerina Gotzamani
University of Macedonia, Greece
Christos Emmanouilides
Aristotle University of Thessaloniki, Greece
Download article
Published in: 10th QMOD Conference. Quality Management and Organiqatinal Development. Our Dreams of Excellence; 18-20 June; 2007 in Helsingborg; Sweden
Linköping Electronic Conference Proceedings 26:61, p.
Published: 2008-02-15
ISBN:
ISSN: 1650-3686 (print), 1650-3740 (online)
In recent years quality is becoming the most common used word in the world business environment. Quality is the major concern and a strategic goal in the overall corporate strategy covering all functions within the organization. Research shows that quality is positively related to increased productivity; production efficiency and lower overall costs; market share optimization; etc. According to all quality experts’ quality is everybody’s job and the overall responsibility lies on the top-level management. However; the extensive adaptation and implementation of the ISO 9000 and the increasing customer-orientation focus of organizations brought quality managers at the scene. Quality Managers are usually the people responsible for the implementation and optimization of organization’s quality system and are the link between the company and the certification body.
The aim of this paper is to investigate the current status and the role of the Quality Managers in selected ISO 9000:2000 certified Greek Industrial organizations. The purpose is to examine their professional skills and knowledge; their roles and responsibilities; their future and their fit within the organization. In recent years quality managers were faced with a series of new challenges stemming from the prerequisites of the ISO 9000 certification. The transition from quality control to quality assurance and then to total quality management gave the quality managers new responsibilities and new set of roles demanding more and better skills and knowledge. However; the QC department status and the role of the Quality manager in many organizations is still underestimated and not well appreciated.
Addey J (2004). The Modern Quality Manager; Total Quality Management; Vol. 15; No. 5–6; 879–889
Annad KN (1999) Changing phases of quality department: An Indian experience”; Total Quality Management; Vol.10; No.2; pp.165-171
Bayo-Moriones & Merino-Díaz de Cerio; (2003) The status of quality departments. Empirical evidence for the Spanish manufacturing industry; International Journal of Quality & Reliability Management; Vol. 20; No.5; pp. 569-584
Chang; P. L& Lu; K. H (1995) Current status of total quality management implementation in Taiwan companies; The TQM Magazine Vol. 07; No.1; pp. 14-19
Dew J. R (1998) Go With the Flow Stress and the Quality Professional; Quality Progress Vol.31; No.12; pp. 65-68
Gershon; M. (1996) A look at the past to predict the future; Quality Progress; 29; pp. 29-31.
Keogh W (1994) The Role of the Quality Assurance Professional in DeterminingmQuality Costs; Managerial Auditing Journal; Vol. 9 No. 4; pp. 23-32
Rondeau K. V & Birdi N (2005) The Role and Function of Quality Assurance Officers in Ontario Hospitals; Quality Assurance Journal; 9; 179–185.
van der Wiele T &Brown; A (2002) Quality management over a decade. A longitudinal study International Journal of Quality & Reliability Management Vol. 19; No. 5; pp. 508-523
Waddell; D. (2001) Quality managers: beyond 2000? Total Quality Management; 12; 3; 373-84
