The overriding objective of ISO/TC 225 is to maintain, and keep up to date, a single, comprehensive quality standard that sets out guidance and requirements directly relating to the way in which market, opinion and social research (MOSR) projects are planned, carried out, supervised and reported to the clients commissioning such projects. These standards cover all stages of a research project from initial contact between client and service provider, to the presentation of results to the client.This is a preview, for the full text please check it out the ESOMAR's Publication Store.
This paper describes the motivating factors of a large and a small sized research firm in becoming ISO 9000 certified. It provides a short introduction of the basic aim, requirements and misunderstandings about the ISO 9000 standard. Different ways of implementation of such a system are illustrated by the example of Infratest Burke. But what are the benefits of an ISO 9000 certification? Is it really worthwhile to spend a lot of money just to become certified? Meanwhile, the quality systems of both companies have been implemented for some years. The authors illustrate and discuss the experience they have made with their ISO 9000 quality system after certification. The paper gives an insight into different impacts of the quality system on the internal organization and the workflow. These examples show how ISO 9000 assists a continuous improvement and optimization process. They demonstrate that the ISO 9000 standard can be an important vehicle for a quality focused management.
This paper is divided into 5 parts, starting with the reasons why ISO 9000 was implemented in BTs business market research department through to the lessons we have learnt from implementation. The first section discusses why BT, as a company, has decided to adopt ISO 9000 practices and reveals that the drive behind this was BT's corporate mission to put customers first. BT believes that quality practices are important in order to give the best possible service to our customers and suppliers. The second section looks at how the BT Business Market Research team went about implementing ISO 9000. The third section examines the ISO 9000 market research procedures in action with a case study of how a major customer satisfaction measurement programme was set up and run according to the procedures. The fourth section discusses the implications of BT's quality policy for our research suppliers. IFinally, this paper summarises the problems and more particularly the great benefits gained from implementing ISO 9000 in BT. Here we have tried to outline useful hints to other client companies who may be considering adopting quality procedures. The four most important lessons to be learnt in implementing ISO 9000 are: involve everyone and ensure that they understand why quality procedures are necessary; do not get hung up on paperwork - but be flexible and only develop procedures that can be workable in your business area; do not rest on your laurels - quality is about continuous improvement and your processes should be continuously reviewed to match your evolving needs; and finally, do not rush ISO 9000 without applying common sense - if done thoroughly it can be a lengthy but ultimately rewarding and time saving exercise.
The paper reflects one agency's experience in preparing to seek accreditation under a recognised Quality Standard scheme, BS 5750. The scheme was originally devised for use in manufacturing organisations, but is now becoming sought by service organisations. Considerable controversy surrounds such schemes. They are designed to tighten up procedures, by documenting key stages in the survey process and ensuring that crucial documents such as proposals and questionnaires are adequately checked and formally 'signed off. This is embedded in a company-wide System which monitors all aspects of its operations, from control of suppliers to training and career development, and taking corrective action when problems are identified. The System is constantly reviewed and updated as required. However, there is a considerable body of scepticism about such schemes. It is alleged that they can lead to management by form-filling, to bureaucratic gridlock. Worse, that despite the "Quality" label, they have no impact on the quality of the research conducted. Finally, that they are inordinately expensive both to install and to run. The paper examines these arguments in the light of the agency's experience. It makes the point that clear objectives are needed in order to get the best out of the system, and outlines how the company is setting out to meet each objective.
"Industrial" or "business" norms historically started with the manufacturing industry. Quite later, service industry got involved. And only rather recently, ISO 9000 and BS 5750 did arrive on our doorsteps. Progress in this area might have developed much faster in the UK and the United States. I doubt if Quality Standards is at the top of most European countries' agenda. In Germany we have just started the discussion. We might have a different tradition and a different environment there, and we might arrive at different conclusions. However, the feelings about the introduction of ISO 9000 seem to be the same all over Europe: They are mixed. There are well-founded arguments against the 'standard procedures' as well as simple misunderstandings.