Creation of a comparison between companies based on

their Quality Management System

Table of Contents

Creation of a comparison between companies based on their Quality Management System...............1

References documents and links........................................................................................................2
Creation of the base of work for a comparison between companies.................................................3
Logic of collection of the data..........................................................................................................10
Short Presentation of the companies...............................................................................................11
Presentation of the results per company, per principle...................................................................12
Row data......................................................................................................................................12
Results of the data........................................................................................................................20
Interpretations of the data...........................................................................................................21
Conclusion........................................................................................................................................29

References documents and links

ISO 9000:2015(E) - Quality management systems — Fundamentals and vocabulary

https://www.bmwgroup.com/en.html

https://www.rolex.com

https://www.klsmartin.com/en/

https://www.boeing.com/

https://corporate.mcdonalds.com/corpmcd.html
 Creation of the base of work for a comparison between companies

In order to start the study, it has been first necessary to have some knowledge of the official
standards and their requirements. the next steps of the study will be based on my personal
knowledge of these requirements and how I used them. I tried to be as accurate as possible in order
to produce the best study I could.

The second task of the job consisted in creating a base of comparison between the
companies based on the ISO requirements. in order to do that, I took all the steps for each principle
of the ISO 9000:2015 classified per principle, rationale, statement, key benefits and possible actions.
The created mesh is presented below.

principle
s      
       
  customer focus    
    statement  
      meet customer requirements
      exceed customer expectations
    rationale  
      attract confidence of customers
      retain confidence of customers
      attract confidence of other interested parties
      retains confidence of other interested parties
      create value in interaction with customer
      understand current needs of customer
      understand future needs of customer
understand current needs of other interested
      parties
understand future needs of other interested
      parties
    key benefits  
      increased customer value
      increased customer satisfaction
      improved customer loyalty
      enhance repeat business
      enhance reputation
      expended customer base
      increased revenue & market share
    possible actions  
      recognize direct customers
      recognize indirect customers
      link organization's objectives to customer needs
      inner communication about customer needs
      plan products and services to meet customer
 needs
design products and services to meet customer
      needs
develop products and services to meet customer
      needs
produce products and services to meet customer
      needs
deliver products and services to meet customer
      needs
support products and services to meet customer
      needs
      measure customer satisfaction
      monitor customer actions
      take actions to enhance customer satisfaction
      manage relationships with customer
       
  leadership    
    statement  
      establish unity of purpose of the organization
      establish unity of direction of the organization
      create quality-based conditions for employees
    rationale  
      align strategies
      align policies
      align processes
      align resources
    key benefits  
      increased effectiveness
      increased efficiency
      improve coordination
      improve communication at all levels
      develop capability of the organization
      improve capability of the organization
      develop capability of people
      improve capability of people
    possible actions  
      communicate organization's mission
      communicate organization's vision
      communicate organization's strategy
      communicate organization's policies
      communicate organization's processes
      create shared values
      sustain shared values
      create fairness
      sustain fairness
      create ethical behaviours
      sustain ethical behaviour
      establish a culture of trust
      establish a culture of integrity
      encourage commitment to quality
      ensure that leaders are positive examples
      provide required resources
      provide required training
      provide required authority
      inspire accountability
      inspire contribution of people
      encourage contribution of people
      recognize contribution of people
       
  Engagement of people    
    Statement  
      recruit competent people
      recruit empowered people
      enhance engagement of people
    Rationale  
      respect people
      involve people
      recognize competence of people
      empower competence of people
      enhance competence of people
    Key benefits  
improve people's understanding of quality
      objectives
      increase motivation of people
      enhance people development
      enhance people initiatives
      enhance people creativity
      enhance people satisfaction
      enhance trust
      enhance collaboration
      develop attention to shared values
      develop attention to culture
    possible actions  
      value importance of individual contribution
      value open discussions
      value sharing knowledge
      value sharing experience
      enhance autonomy
      recognize people contribution
      recognize people improvement
      enable self-evaluation of performance
      allow expression of people personal objectives
      assess people satisfaction
      communicate people satisfaction
      target people satisfaction
 
  process approach    
    statement  
      understand interrelations between processes
      manage interrelations between processes
    rationale  
      understanding results of processes
      optimize system
      optimize performances
    key benefits  
      prioritize processes
      improve processes
      predict outcomes from processes
      optimize performances
      manages resources
      reduce cross-functional barriers
      improve consistency
      improve effectiveness
      improve efficiency
    possible actions  
      provide objectives at all levels
      establish authority
      establish responsibility
      understand the organization' capabilities
      determine resources constraints
      determine process interdependencies
      analyse interdependences effects
      manage processes
      manages interdependences
      available information
      available resources
      analyse total performance
      manage risks
       
  improvement    
    statement  
      focus on improvement
    rationale  
      maintain levels of performance
      react to internal changes
      react to external changes
      create new opportunities
    key benefits  
      improve processes performance
      improve organizational capability
      improve customer satisfaction
      investigate root causes
      determine root causes
      prevent root causes
      initiate corrective actions
      anticipate internal risks
      react to internal risks
      anticipate external risks
      react to external risks
      anticipate opportunities
      react to opportunities
      enhance incremental improvement
      enhance breakthrough improvement
      encourage learning for improvement
      enhance innovation
    possible actions  
      establish improvement objectives
      form people to tools uses
      form people to methodologies
assess people competence in promoting
      improvement
assess people competence in achieving
      improvement
      develop improvement projects
      deploy improvement projects
      follow up planning of improvement projects
follow up implementation of improvement
      projects
      follow up completion of improvement projects
      follow up results of improvement projects
add improvement notions to development of
      products
add improvement notions to development of
      services
add improvement notions to development of
      processes
      recognize improvement
       
evidence-based decision
  making    
    statement  
      base decisions on data analysis
      base decisions on data evaluation
    rationale  
      understand causes of relationships
      understand effects of relationships
      understand consequences of relationships
      base decisions on facts
      base decisions on evidence
      be as objective as possible
    key benefits  
      improve decision making processes
      improve assessment of process performance
      improve ability to achieve objectives
      improve operational effectiveness
      improve operational efficiency
      increase ability to review opinions
      increase ability to review decisions
      increase ability to validate past decisions
    possible actions  
      determine key indicators
      measure key indicators
      monitor key indicators
      make data more available
      ensure reliability of data
      ensure security of data
      analyse data with proper methods
      evaluate data with proper methods
      validate people data skills
 
  relationship management    
    statement  
      manage relationships with relevant parties
    rationale  
      cooperate on performance
    key benefits  
      enhance performance of organization
      enhance performance of relevant parties
      respond to mutual opportunities
      respond to mutual constraints
      understand each other's objectives
      understand each other's values
      improve ability to create value for each party
      share resources
      shares competence
      manage quality related risks
      manage supply chain
      provide stable production
    possible actions  
      determine relevant parties
      determine relationships impacts
      prioritize relationships with interested parties
      favour relationships with long-term gains
      gather information with relevant parties
      gather expertise with relevant parties
      gather resources with relevant parties
      share information with relevant parties
      share expertise with relevant parties
      share resources with relevant parties
      measure performance with relevant parties
provide performance feedback with relevant
      parties
      enhance common improvement initiatives
      establish collaborative development
      establish improvement activities
      recognize improvements with relevant parties
      recognize achievements with relevant parties
Logic of collection of the data

The first idea for starting the job was that, in order to be inspired by company policy, the best way
should be to take example from the bests. The “best companies” is a blurring notion, so this notion is
then only based on the reputation of it, its way of producing its products, and its success.

The logic I used for regrouping the data was that there is a logic correlation between their use of the
Quality requirements described in the ISO standards and the information sharing they do about their
use of it. The way of regrouping the data is based on how each company explicitly describes their
ways of understanding, thinking and applying these principle requirements. there is a lot of websites
which allow to know how they work in their inner running, and reading reviews of employees who
worked within is a great way to get this kind of information, but I am here seeking for the company’s
way of sharing this information, because of the fact that if they choose to, or not, to release
information about how they apply the leadership or relationship management requirements for
example, it has some meanings about how they prioritize their inner running.
Short Presentation of the companies

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 Presentation of the results per company, per principle

Based on the criteria of collection of the data previously described, the sharing of information, made
by the companies, results in the shape of a table, given below.

Row data

      BMW Rolex KLS Martin Boeing McDonald’s

customer focus              
  statement            
    meet customer requirements X X X X X
    exceed customer expectations X X X X X
  rationale            
    attract confidence of customers X X   X X
    retain confidence of customers X X X X X
attract confidence of other
   
interested parties X   X X X
retains confidence of other
   
interested parties X   X X X
create value in interaction with
   
customer X X     X
understand current needs of
   
customer X X X X X
understand future needs of
   
customer X X X X X
understand current needs of other
   
interested parties X   X X X
understand future needs of other
   
interested parties X   X X X
key
   
benefits          
    increased customer value X X X X X
    increased customer satisfaction X X X X X
    improved customer loyalty X X X   X
    enhance repeat business   X X X X
    enhance reputation   X X X X
    expended customer base X X X X X
increased revenue & market
   
share X X X X X
possible
   
actions          
    recognize direct customers X X X X X
    recognize indirect customers     X X X
link organization's objectives to
   
customer needs X X X X X
inner communication about
   
customer needs X X X X X
 plan products and services to
   
meet customer needs X X   X X
design products and services to
   
meet customer needs X X X X X
develop products and services to
   
meet customer needs X X X X X
produce products and services to
   
meet customer needs X X X X X
deliver products and services to
   
meet customer needs X X X X X
support products and services to
   
meet customer needs   X X   X
    measure customer satisfaction X X   X X
    monitor customer actions         X
take actions to enhance customer
   
satisfaction X X X X X
manage relationships with
   
customer X X     X
               
leadership              
  statement            
establish unity of purpose of the
   
organization X X X X X
establish unity of direction of the
   
organization X X X X X
create quality-based conditions
   
for employees X X X X X
  rationale            
    align strategies X X X X X
    align policies X X X X X
    align processes     X   X
    align resources X X   X X
key
   
benefits          
    increased effectiveness     X X X
    increased efficiency       X X
    improve coordination X   X X X
improve communication at all
   
levels     X   X
develop capability of the
   
organization X X X X X
improve capability of the
   
organization X X X X X
    develop capability of people X X X X X
    improve capability of people X X X X X
possible
   
actions          
communicate organization's
   
mission X X X X X
    communicate organization's vision X X X X X
communicate organization's
   
strategy     X   X
communicate organization's
   
policies X   X X X
 communicate organization's
   
processes         X
    create shared values X X X X X
    sustain shared values   X X X  
    create fairness          
    sustain fairness          
    create ethical behaviours X X X X X
    sustain ethical behaviour X X X X  
    establish a culture of trust     X    
    establish a culture of integrity     X    
    encourage commitment to quality X X X X X
ensure that leaders are positive
   
examples X       X
    provide required resources X X   X X
    provide required training X X X X X
    provide required authority X       X
    inspire accountability   X X   X
    inspire contribution of people   X X X X
    encourage contribution of people     X X X
    recognize contribution of people X   X X X
               
Engagement of
   
people          
  Statement            
    recruit competent people X X X X X
    recruit empowered people X   X X X
    enhance engagement of people   X   X X
  Rationale            
    respect people     X X X
    involve people     X X  
    recognize competence of people   X X X X
    empower competence of people X X   X X
    enhance competence of people   X X X X
Key
   
benefits          
improve people's understanding
   
of quality objectives X X X   X
    increase motivation of people     X X X
    enhance people development   X   X X
    enhance people initiatives     X   X
    enhance people creativity     X   X
    enhance people satisfaction       X X
    enhance trust          
    enhance collaboration X   X X X
develop attention to shared
   
values   X X X  
    develop attention to culture   X X X  
possible
   
actions          
 value importance of individual
   
contribution     X X X
    value open discussions         X
    value sharing knowledge   X X X X
    value sharing experience   X X X X
    enhance autonomy     X X X
    recognize people contribution     X X X
    recognize people improvement     X X X
enable self-evaluation of
   
performance         X
allow expression of people
   
personal objectives         X
    assess people satisfaction         X
    communicate people satisfaction          
    target people satisfaction X     X  

process
   
approach          
  statement            
understand interrelations between
   
processes X   X   X
manage interrelations between
   
processes X   X   X
  rationale            
understanding results of
   
processes         X
    optimize system X X X X X
    optimize performances X X X X X
key
   
benefits          
    prioritize processes         X
    improve processes X     X X
    predict outcomes from processes X       X
    optimize performances X X X X X
    manages resources X X X X X
    reduce cross-functional barriers X       X
    improve consistency   X X X X
    improve effectiveness X X X X X
    improve efficiency X X X X X
possible
   
actions          
    provide objectives at all levels X       X
    establish authority X       X
    establish responsibility X   X X X
understand the organization'
   
capabilities   X X X X
    determine resources constraints   X X X X
determine process
   
interdependencies         X
    analyse interdependences effects X       X
    manage processes X     X X
    manages interdependences X       X
    available information       X X
    available resources       X X
    analyse total performance X   X X X
    manage risks X   X X X
               
improvement              
  statement            
    focus on improvement X X X X X
  rationale            
    maintain levels of performance X X X X X
    react to internal changes   X X X X
    react to external changes X X X X X
    create new opportunities X X X X X
key
   
benefits          
    improve processes performance X     X X
    improve organizational capability X X X X X
    improve customer satisfaction X X X X X
    investigate root causes         X
    determine root causes         X
    prevent root causes         X
    initiate corrective actions         X
    anticipate internal risks   X X X X
    react to internal risks   X X X X
    anticipate external risks X X X X X
    react to external risks X X X X X
    anticipate opportunities X X X X X
    react to opportunities X X X X X
enhance incremental
   
improvement   X X   X
enhance breakthrough
   
improvement   X X   X
encourage learning for
   
improvement   X X   X
    enhance innovation X X X X X
possible
   
actions          
    establish improvement objectives     X    
    form people to tools uses   X   X X
    form people to methodologies   X X X X
assess people competence in
   
promoting improvement          
assess people competence in
   
achieving improvement          
    develop improvement projects X X X X X
    deploy improvement projects X X X X X
follow up planning of improvement
   
projects         X
 follow up implementation of
   
improvement projects         X
follow up completion of
   
improvement projects         X
follow up results of improvement
   
projects X X X X X
add improvement notions to
   
development of products X X X X X
add improvement notions to
   
development of services X X X X X
add improvement notions to
   
development of processes     X   X
    recognize improvement X X X X X
               
evidence-based
   
decision making          
  statement            
    base decisions on data analysis X   X X X
    base decisions on data evaluation X   X X X
  rationale            
understand causes of
   
relationships X   X X X
understand effects of
   
relationships X   X X X
understand consequences of
   
relationships X   X X X
    base decisions on facts X   X X  
    base decisions on evidence X   X X  
    be as objective as possible          
key
   
benefits          
improve decision making
   
processes X       X
improve assessment of process
   
performance         X
improve ability to achieve
   
objectives X   X X X
    improve operational effectiveness X   X X X
    improve operational efficiency X   X X X
    increase ability to review opinions X   X    
increase ability to review
   
decisions X   X    
increase ability to validate past
   
decisions          
possible
   
actions          
    determine key indicators          
    measure key indicators          
    monitor key indicators     X    
    make data more available X   X X  
    ensure reliability of data X   X X  
    ensure security of data X   X X  
    analyse data with proper methods     X X  
 evaluate data with proper
   
methods     X X  
    validate people data skills       X  

relationship
   
management          
  statement            
manage relationships with
   
relevant parties X X X X X
  rationale            
    cooperate on performance X X X X X
key
   
benefits          
enhance performance of
   
organization X X X X X
enhance performance of relevant
   
parties X X X X X
    respond to mutual opportunities X X X X X
    respond to mutual constraints X X X X X
understand each other's
   
objectives X X X X X
    understand each other's values X X X X X
improve ability to create value for
   
each party X   X X X
    share resources X   X X X
    shares competence X X X X X
    manage quality related risks X   X X X
    manage supply chain X   X X X
    provide stable production X   X X X
possible
   
actions          
    determine relevant parties X X X X X
    determine relationships impacts X X X X X
prioritize relationships with
   
interested parties          
favour relationships with long-
   
term gains X X      
gather information with relevant
   
parties X X X X X
gather expertise with relevant
   
parties X X X X X
gather resources with relevant
   
parties X   X X X
share information with relevant
   
parties X X X X X
share expertise with relevant
   
parties X X X X X
share resources with relevant
   
parties X   X X X
measure performance with
   
relevant parties X X X X X
provide performance feedback
   
with relevant parties X X X X X
    enhance common improvement X X X X X
 initiatives
establish collaborative
   
development X X X X X
    establish improvement activities X X X X X
recognize improvements with
   
relevant parties X X X X X
recognize achievements with
   
relevant parties X X X X X
 This row data has to be analysed in order to be usable in proper ways. I decided to sum up the results
of it in the second table below to extract relevant information about the study.

Results of the data

KLS BOEIN Total per

Companies BMW ROLEX MARTIN G MCDONALDS   principle
Principles              
customer focus 84,38% 81,25% 81,25% 84,38% 100,00%   86,25%
leadership 62,16% 56,76% 78,38% 70,27% 83,78%   70,27%
engagement of people 20,00% 36,67% 63,33% 70,00% 80,00%   54%
process approach 70,37% 33,33% 51,85% 59,26% 100,00%   62,96%
improvement 48,65% 67,57% 70,27% 62,16% 91,89%   68,11%
evidence-based decision
making 64,00% 0,00% 72,00% 64,00% 40,00%   48%
relationship management 96,77% 74,19% 93,55% 93,55% 93,55%   90,32%
               
Total per company 63,76% 49,97% 72,95% 71,95% 84,17%   68,56% 

This last table allow us to analyse 4 types of interpretations:

- The use of the quality principles within each company, which refers to the blue area
- The use of the quality principles among all the companies, which refers to the green area
- The use of all the quality requirements within each company, which refers to the red
area
- The use of all the quality requirements among all the companies, which refers to the
yellow area
Interpretations of the data

The use of the quality principles within each company

The use of the quality principles within each company, which refers to the blue area can be
interpreted in a way that it represents the way of the company to run its activity, based on which
parts of the Quality Management System they prioritize and the one they work on less.

BMW

Company BMW
Principles  
customer focus 84,38%
leadership 62,16%
engagement of people 20,00%
process approach 70,37%
improvement 48,65%
evidence-based decision
making 64,00%
relationship management 96,77%

Based on these results, BMW seems to be a company who prioritize its economical
functionate, taking less of caring of the workforce within, which fits with some reviews of
the inner work actually is inside the company that I found on some dedicated websites
that I mentioned earlier. The strengths of the company are to target its clientele, to
manage the company’s interested parties and to deeply think about how the inner
processes of the company work together. Of course, the other aspects of the QMS are
not forgotten and the ways of giving the direction to the company (leadership, evidence-
based decision making and improvement) are also a good strength of the company, even
thought it seems to be less of a major point in the company’s functioning. This way of
giving a direction to the company is one of the constraints of working in such a field as
the automobile one, as it is one of the most competitive field of work among the world
of industries, with a huge pressure and time limited actions.
Rolex

Company ROLEX
Principles  
customer focus 81,25%
leadership 56,76%
engagement of people 36,67%
process approach 33,33%
improvement 67,57%
evidence-based decision making 0,00%
relationship management 74,19%

ROLEX seems also to have a lack of concern about the workforce of its company
while its strengths are, as BMW, to target its clientele and manage the company’s
interested parties, but they seem to focus more on their own improvement, which fit
with the logic of such high quality and luxury products as it is one of the most important
pillar of the functioning for staying in top positions among the concurrence. As this
company is based on quality products and its know-how, it seems less to be based on an
engineering way of thinking, it then makes sense to notice that they focus less on these
ways of working, such as evidence-based decision making, process approach and
leadership.
KLS Martin

KLS
Company MARTIN
Principles  
customer focus 81,25%
leadership 78,38%
engagement of people 63,33%
process approach 51,85%
improvement 70,27%
evidence-based decision making 72,00%
relationship management 93,55%

KLS Martin seems to have greatly work on all the aspects of its inner functioning as they
have no real lack of concern about any of these aspects, this well design of the company
fit with the high requirements of the field in which they work as they work in the
medical. Among their success of trying to fit with all the QMS requirements, which are
obviously a great base for any company in order to be as fruitful as possible, their
strengths still seem to be the relationship management, the costumer focus and the
leadership. In order to be as competitive as possible, focus on these two first principles is
a the most important task for the economical part of the company, even thought every
aspect of the QMS requirements have a role on the viability of the company and can be
measured in an economical way.
Boeing

Company BOEING
Principles  
customer focus 84,38%
leadership 70,27%
engagement of people 70,00%
process approach 59,26%
improvement 62,16%
evidence-based decision making 64,00%
relationship management 93,55%

Just as KLS Martin, BOEING has a strong way of working on every of the QMS
principles, and as one of the most trusted and competitive name of the aerospace, we
can notice that they target the most of their effort on the economical aspects of the
quality principles, the relationship management and the customer focus. They seem to
work equally in any other aspects of the QMS requirements, meaning that they think
their way of running the company in an engineering way of thinking too, and this,
without forgetting the human aspect of the company. This concern of the excellence of
the company’s running fit with the aerospace field as it is a competitive and a real high-
quality required field of work.
McDonald’s

Company MCDONALDS
Principles  
customer focus 100,00%
leadership 83,78%
engagement of people 80,00%
process approach 100,00%
improvement 91,89%
evidence-based decision
making 40,00%
relationship management 93,55%

McDonald’s, just as, the previous companies, seems to be greatly working on barely all of the aspects
of a smoothly running company, and it seems to be logical with their success as they focus their way
of running the company in the most efficient way. They have a huge concern of their economical
aspects based one the customer focus and the relationship management, and even they are not in a
field of work in which we would implicitly think about applying engineering ways of working, they
actually assimilated it in their way of running the company and that makes them one of the most
famous brand among the fast food services as it seems to make them more efficient and productive.
Their only lack of concern is the evidence-based decision making principle, which they didn’t
described enough in their sharing of information on their company’s presentation. Nevertheless,
some points of the company’s way of working, as they are described by themselves seem to show
great results while a comparison with other sources, such as the review of the workers of the
company on the website previously mentioned, may change the point of view we could possibly
have on some of these aspects, engagement of people, to mention one.
The use of all the quality requirements among all the companies

The use of all the quality requirements among all the companies, which refers to the yellow area,
allows us to have an idea of how much the Quality Management System is applied and is actually
focused by the companies.

global use of the quality principles among the companies.

68,56%

This result shows us that around 70% of the quality requirements are the base of work of the
companies, which have been chosen among the best of what can be found among the world of the
industries. This first means that these requirements seem to compose a really accurate procedure to
follow when we talk about running a company in the best way we can as we find it used in fruitful
reference companies. The second observation that we can make about it is that even though the
ideal company would be 100% focusing on all these requirements, in order to fit better with the
vision of each companies ang goals, it is logical to focus more on the ones which will allow the best
results without losing time and money on less efficient axes of the Quality Management System for
the uses of the company.
The use of all the quality requirements within each company

The use of all the quality requirements within each company, which refers to the red area, enables us
to compare the companies together about their total use of the QMS requirements.

BOEIN
Companies BMW ROLEX KLS MARTIN G MCDONALDS
Total per company 63,76% 49,97% 72,95% 71,95% 84,17%

What these results can make us notice is that even thought all five of these companies are
well known for being among the most famous and trusted names of the world of the industries, we
can see some differences in their way of working, which directly implies on their reputation, their
success, and their development in each of their fields of work. We can also notice that these results
mostly fit with the visions and goals of each company. ROLEX for example targets a restricted part of
the population and acts a lot on their loyalty, while McDonald’s explicitly has a vision of
developments and growth all around the world and tries to target the greatest number of clients as
possible for the sale of profits. Same for KLS Martin and BOEING, which both work in highly secured
and quality-required fields of work while their vision is to create the best product of their dedicated
fields in accordance with the needs of the market. BMW distinguish itself among automobile field by
the creation of more quality-based products, aiming less on a highly extended clientele, wish is a way
of running the company which is in total accordance with their vision.

In some ways, these results also helped us to point the fact that a company’s Quality Policy
has a great meaning within the company as it makes people follow a desired direction and work
together with this goal in mind.
The use of the quality principles among all the companies

The use of the quality principles among all the companies, which refers to the green area allows us to
have an idea of how the QMS requirement are used within companies nowadays, in the most fruitful
of them, which could theoretically be used as examples for others.

Total
per
  principle
Principles  
customer focus 86,25%
leadership 70,27%
engagement of people 54%
process approach 62,96%
improvement 68,11%
evidence-based decision making 48%
relationship management 90,32%

These results make us notice four major facts:

- Within the most fruitful companies, their direction is generally mostly centred on the
economic aspects of the quality principles, which could be said to be the relationship
management and the customer focus.
- Leadership is one of the most important part of the running of a company.
- The third way of working which is targeted within these companies seems to be a more
engineering way of thinking, based on the improvement and the process approach, even
though the evidence-based decision making seems to be left apart although it is a
powerful to avoid global mistakes of leadership for example.
- The last noticeable fact would be that the quality of life of the worker within the company is
generally one of the last thoughts of a company, not meaning that nothing is made for it to
be improved, but generally as the less efficient way of obtaining rapid profits, which is
logically the first concern of a company. It is however known that taking actions to make
the workforce feel in better conditions of work shows results on the quality, the efficiency
of the work, while improving the loyalty and engagement of people, which is profitable in a
long-term way of thinking.
Conclusion

To conclude, every of the four aspects of the study gives us information about the use of the
ISO 9000 quality requirements within companies and help to have a less theoretical idea of the
application of the norms in general.

However, it has to be said that two fact have to be taken in consideration regarding these
interpretations. The first on is that due to some technical problems with the work, a lot of data has
been lost and made the work a real time-limited action, so the number of the studied companies is
too little to be really representative of the use of the quality requirements among all companies, but
can be used as a start for any related study. The second parameter is that I chose the companies
among smoothly running ones, meaning that they should show better results on my data analysis
than a less healthy company and de facto change all the results I could find within their way of
working.

As a more personal conclusion, this application of what I have learned so far about the QMS
helped me assimilating more the ways of thinking and theories of the ISO norms related to the
quality, and helped me also learning ways of getting information about a company without needing
to work in it and to understand their ways of functioning and visions, which is a useful tool for
choosing a company for next experiences in companies.