Introduction
Quality management (QM) allows companies to present products or services with consistent quality as a result of standardization and simplification of work. ISO9001 is a certification method developed by the International Organization for Standardization that testifies a company’s adherence to the management practices that will guarantee quality. This certificate shows that a business uses processes that allow ensuring the quality of its items, following the process-based standard approach (“What is ISO 9001?,” n.d.). Nokia, a technology manufacturer implemented ISO9001 in 2005-2008 (Majanoja et al., 2017). This presentation will discuss how Nokia implemented the ISO9001 quality management tool, whether this process was successful, and some implications for the future.
Brief about the Company
Nokia is a technology manufacturer specializing in telecommunications. The company’s history varies from being one of the top mobile phone manufacturers to failing to meets the customers’ demands. For a long time, Nokia has used the corrective action preventive action (CAPA) approach and tools to manage production and quality issues, but some managers perceived this as merely a problem-solving technique and not a way to ensure consistent quality across the different processes (Majanoja et al., 2017). Hence, you
Sanna (2017) also suggests that Nokia needed ISO9001 to address the innovation demands within their industry. Hence, being a technology and communications company, Nokia had to balance the QM tools and ability to introduce innovative products.
Quality Tool Background
The reason why Nokia decided to implement ISO 9001, to address the changing nature of the industry. One reason explaining why Nokia had to implement ISO9001 is that “companies must address the constantly evolving quality needs and to implement quality improvement practices into their operational level activities” (Majanoja et al., 2017, p. 30). During the 2000s, Nokia’s factories operated using the local quality standards and CAPA principles. However, the customers’ perception of quality shifted as the information technology (IT) field entered a new phase of development and Nokia needed a new system to address the consistent quality output (Majanoja et al., 2017). Hence, Nokia implemented ISO9001 to improve its systems, operations, and procedures (SOAP).
Implementation
Nokia’s implementation of ISO9001 followed several standard steps. Apart from having to review its standards through internal auditing, which can be performed through a self-assessment in three stages: surveying, categorizing, investigating, and evaluating, Nokia prepared documentation such as Quality Manual (Blackbourn, 2007). Other documentations involve quality standards and tools, as well as objectives. Nokia committed to performing internal audits as this technique allows to evaluate processes independently and systemically (Blackbourn, 2007).
One of the reasons for Nokia’s commitment to internal auditing is the need to comply with the ISO 9001 standards and check the processes. Internal environmental analysis is performed through regular internal audits and reports to the senior managers. Nokia has used quality auditing to validate that its ISO9001 implementation has been successful.
Results & Effect on the Results
The company documented and assessed this system by creating an auditing and reporting system. According to Nokia’s QM manual, “an accredited third party ISO 9001 certificate is held covering all Nokia Siemens Networks activities globally” (Blackbourn, 2007, p. 5). Hence, the implementation of the ISO 9001 standard has been successful, and considering that companies need to renew this certification every three years, Nokia maintained the quality of its processes to this day. Moreover, the senior management holds regular meetings where they examine the documentation of quality reports, business metrics, and internal audit results (Blackbourn, 2007). Additionally, these professionals regularly examine the Mode of Operations Reports that include conformity, feedback from customers, CAP, and present measures to address problems.
Conclusion
Overall, Nokia’s implementation of ISO9001 was a demand of the industry environment and a way to create a unified system of quality management instead of following local CAPA standards at each factory. The corporation initiated the process in 2005 and received the certification in 2008. The company documented the process by creating QM manuals and objectives. They validate the effectiveness of their QM tool through regular internal audits and internal analysis. The results of their QM system as successful are shown in the form of reports to the senior managers.
References
Blackbourn, H. (2007). Quality manual. Web.
Majanoja, A. M., Linko, L. & Leppänen, V. (2017). Global corrective action preventive action process and solution: insights at the Nokia Devices operation unit. International Journal of Productivity and Quality Management (IJPQM), 20(1), 1-10.
Sanna, S. (2017). Managing quality and innovation: role of ISO 9001 quality management standard in innovation process – Case Nokia Technologies (Publication No. 16007). [Master’s Thesis, Aalto University]. Aalto University Learning Centre.
What is ISO9001?. (n.d.). Web.