CHAPTER 1: INTRODUCTION

1.0 Introduction

This chapter explained the overview of the case study. It consists of the background of
the study, objectives, problem statement on matter being studied as well as the
significance of the research. Based on dictionary online, many organizations have found
that implementing quality systems is not necessarily beneficial. Numerous reports have
shown that many businesses face additional obstacles that impede the production and
implementation of TQM (Tamimi and Sebastianelli 1998, Mosadegh Rad 2005, Bhat and
Rajashekhar 2009). Other than that, the study examined the barriers to the
implementation of Quality Management System that happened in a high institute in Johor
Bahru.

Quality management is a leading management revolution of the 20th century (LILLRANK,

2003). The approach to managing output shortcomings, concentrating reactivity against
customers and underlining joint control strategies is methodically and systematically
framed. There have been numerous fair attempts in corps management, utilities and
information systems-based installations to emulate its achievement (JURAN &
GODFREY, 1999).

An organization can achieve optimal efficiency improvements by ensuring quality

assurance (manufacturing or service). Efficiency rhetoric concerns empowerment the
questionnaire will be forwarded to 125 people from whom the minimum sample size
criterion of the sample size should be 10 times greater, of whom 100 will have fair
representation of 10 top-class networks as stated by Cohen (1998) and Barckley etc.
(1995). The sample size is based on two principles in which employees have their jobs
and combine together in a small group to constantly and forever develop each part of
their employment (DEMING, 1982).

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1.1 Background of the Study

The researcher will do questionnaire to study and implement the place from barriers that
might slow down their process. Questionnaire is basically for collecting data from survey
research and interview. The main purpose of questionnaire is to extract data from the
respondents. (Pahwa, 2019) Questionnaire is the main methodology for this research
which will directly achieve the research objectives that may provide complete and
accurate information and it’s easy for both interviewers and respondents to complete.

Organizations must continuously improve their quality management strategies in order

to remain competitive. An efficient quality management system is one of the principal
foundations of a successful management strategy. ISO 9001, first introduced in 1987 by
the International Standardization Organization (ISO) among the ISO 9000 series, such
as ISO 9000, ISO 9002, was reported by Singhal and Singhal (2012). ISO 9003 and ISO
9004 are an international standard that, by providing a set of requirements for developing
and demonstrating an efficient documented QMS, helps more than one million
organizations around the world.

Although the introduction of a QMS may sound easy at first, there are so many
challenges to address when making the implementation decision, particularly
considering the growing number of ISO 9001 accredited organizations over the years. A
fluent QMS implementation is not assured by registration since the method eventually
brings change to the enterprise. If the enforced transition is not handled in the best way
possible, certain factors working against it build challenges, such as opposition,
dedication, and flexibility problems.

1.2 Problem statement

Most organizations around the globe have followed the quality management system
(QMS) as a management model. QMS was first applied to the service sector in the last
few decades, and many organizations have since found that it can be just as successful
in services as it is in manufacturing. The business world's quality control models have
since been modified and extended to the education market. As a result, students have
the right to get the highest possible education. Understanding consumer expectations is
critical for education services to improve customer quality. Since people view quality

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differently, it is important to recognize the quality aspects adopted by consumers in order
to recognize their expectations.

When implementing change, there are always barriers that are involved, as Gill (2003)
quoted, such as lack of communication, lack of top management commitment,
misunderstanding of the aims and process of change and resistance. While Ackerman-
Anderson and Anderson (2010) reported that leaders and employees have to integrate
personal changes related to culture, behavior and mindset in organizational change to
prevent failure, Paton and McCalman (2008) argued that one of the important successful
change guarantors is a shared perception amongst people affected by change, regarding
related issues and implications and a strong involvement and commitment to achieve
desired outcome. As stated by Bhat & Rajashekhar, they experienced lack of customer
orientation, planning for quality, total involvement, management commitment and lack of
resources.

First off, the main challenge as stated by the head of Quality Assurance stated that there
is limitation of time while implementing QMS because of every department are on its full
swing operation including events. The main challenge is when they are trying to do
internal audit, there is insufficient slot. During COVID-19, if referred to the current
situation the problem that the organization is facing now is the constraints of problems
and operation caused by the pandemic. Many processes are carried out according to
certain limits based on SOPs and MCOs. Especially in terms of limited processes and
communication compared to before COVID-19. The limitations faced become a challenge
for the company to follow the set milestones. For example, the internal audit process is
longer than before.

Based on research studies by Pauwels Consulting Technology & Science (2020)

coworkers sometimes believe that the quality management system (QMS) belongs to the
people who designed it, and as a result, they do not consciously contribute to the quality
system. Instead, they simply obey the QMS when it is needed. It is also stated that
organizations frequently want as many specifics as possible in their documentation. This
obviously needs time and resources, and it would make it more complex to apply the
documentation.

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1.3 Research objective

The objective of this study to identify and analyze the barriers that affect the
implementation of a quality management system (ISO 9001: 2015) in UNIKL MITEC
learning institute.

a) To investigate factors that influence QMS implementation.

b) To investigate barriers in implementing QMS.
c) To measure QMS implementation level. (PDCA)
d) To measure the relationship between barrier and QMS implementation.
e) To identify how barriers in QMS implementation being addressed by Quality
Assurance Department.

1.4 Research questions

1. What are the factors that affect Quality Management? (Muhammad Naveed
Anwar, 2012)
2. What are the barriers to the implementation of Quality Management?
(Muhammad Naveed Anwar, 2012)
3. How do the barriers affect the implementation of the ISO 9000 standards?
(Ibrahim M. Sharif, 2005)

1.5 Research scope

This research is focused on the respondents which is the lecturer, staff and any other
QMS staff related, and the area of the study will be at UNIKL MITEC. This study will be
held to do questionnaire as an approach to solve the QMS barrier.

1.6 Significance of research

The findings of this study will contribute on how barriers will affect QMS at UNIKL
MITEC. The research also aimed to give recommendation to the organization on how
they can reduce the barriers and challenges to ensure the quality of their products and

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 services. As explained below, there are many reasons why this reason must be carried
out:

• This project will improve the QMS implementation of UNIKL MITEC while
identifying factors of the barriers.
• This research will show whether UNIKL MITEC uses standardized practices that
have been set by organization.
• It is hoped that feedback from the research environment enables the
observation management in high institute can be improved.
• It is hoped that this study is useful to assist the QMS implementation to
overcome the challenge they faced.
• For the general public expected the findings from this study allows the
researcher to understand the problems, challenges and feelings of the
challenge.
• To ensure an effective QMS implementation process and improve quality
management performance.
• It was therefore important to examine why implementation of Quality
Management systems is slow or fails in some organization and what reasons
could make them not acquire ISO certification.

1.8 Expected outcomes

This chapter has explained the detail of the research which is problem statement,
objectives of study and background of the study.

i. Through this study helps to measure the relationship between barrier and
QMS implementation which also gives benefit to the organization itself.
ii. Data on organizations based on the questionnaire on challenge of QMS
implementation.
iii. Increase quality awareness and improve QMS implementation.

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1.9 Limitation of research

Problems face when doing research is lack of availability or access materials need. This
is a major problem faced during the literature review. Searching articles from internet
consumes a lot of time and effort because this research has to finish within four months.
Other than that, this research requires student to make direct assessment to the campus
itself but due to student have to study from home and some staff have to work from also,
it is difficult to gain direct data from the respondents.

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 CHAPTER 2: LITERATURE REVIEW

2.0 Introduction

Chapter 2 is for the literature review, which is a summary of what has been written in the
field of science. The object of writing a literature review is to look at the existing literature
in the fields that researchers are interested in. In this chapter, the researchers are going
depth about barriers to QMS implementation by using questionnaire that has covered in
existing studies.

2.1 Overview of ISO 9001:2015

Any organization that wants to deliver goods and services that reliably satisfy the
standards and needs of consumers and other related interested parties in the most
effective manner possible should use Quality Management Systems (QMS). Many of the
procedures, tools, properties, and cultural values that promote the mission of customer
loyalty and operational effectiveness are included in the QMS (What is ISO 9001:2015
and why is it important?, 2019).

Obtaining ISO quality control certification will pay off handsomely in terms of increased
performance, reliability, and customer loyalty for a business. The advantages of ISO,
however, extend well beyond production activities to any area of a company's operations,
including sales and marketing, strategic planning, and employee involvement. (ISO:
Advantages of a Quality Management System, 2020)

A method of quality control is a methodology used to express the appropriate quality of

goods and services to workers and to affect the behavior of employees to complete work
in accordance with quality standards. The QMS integrates quality planning, provides an
activity management system that enables the organization to produce products and
facilities that satisfy the customers and regulatory requirements reliably and provides a
mechanism for improving customer satisfaction. The QMS also allows for continuous
improvement by tracking processes based on their importance, evaluating their
effectiveness against objectives, and managing processes for improvement (Biolos,
2002).

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According to Kuo et al. (2009), a quality system consists of many elements, and each
organization would have its own system. According to them, the most critical elements of
a quality system are participative management, quality system design, customers,
purchasing, education and training, statistics, auditing, and technology. Once
implemented, the entire quality process, like any other department such as marketing or
accounting, will be an ongoing complex part of the company. It would also actually require
management's full attention. The implementation and management of a successful
quality system entails a wide range of issues that must be addressed on an ongoing
basis.

Standardization of the service's plans, policies, and procedures, as well as

documentation of processes and activities such as job descriptions, work instructions,
forms, schedules, meeting minutes, and system controls, are all part of a quality standard
framework. The structure can include a variety of formats, such as videos, electronic
systems, flowcharts, and so on. Regulation with legislative and statutory requirements is
essential to an organization's quality system, necessitating the development of
frameworks to monitor regulatory changes and ensure that policy and procedure
improvements are made as required. However, the mechanisms used to execute the
framework are crucial in ensuring that the quality management system is efficient and
sustainable as stated by Dale (2002).

Written manuals, procedures, instructions, requirements, and drawings that include

sufficient criteria for deciding if specified activities have been satisfactorily completed are
used to track activities that affect quality. The QMS is structured around interconnected
processes that provide the required implementation controls to ensure that consumer and
regulatory requirements are met while still allowing for continuous process improvement.
It serves as the foundation for policies and procedures that support the implementation
of a systematic quality management system. These are the processes that identify the
activities that are directly needed to produce the product or service, as well as the
processes that provide the infrastructure that allows the direct processes to function
under the required controls and evolve as stated by Lundmark & Westelius, (2006).

Quality records are documents that provide proof of the quality of products, facilities,
and/or events that influence quality and QMS enforcement. When necessary, quality
records can also include articles such as materials or test specimens. In compliance with

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relevant contractual and regulatory requirements, quality records are kept retained,
reviewed, and provided to the customer. Product-related documents are not considered
complete in manufacturing and service organizations until the time of shipment. These
quality records will be monitored in compliance with predetermined procedures. The
criteria and obligations for records classification, legibility, identification, processing,
filing, indexing, storage, delivery, preservation, retrieval, and disposal are outlined in
these procedures (Lundmark & Westelius, 2006).

2.2 Eight Quality Management Principles Benefits to Organization

2.2.1 Customer focus

According to Ludwig-Becker (1999), organizations depend on their clients. They must

comprehend and work hard to achieve and surpass their standards. This theory implies
that everyone in the organization, not just top management or the sales department, must
concentrate on the customer. Many organizations are basing their policies and
procedures on the consumer. Customer satisfaction can be met by designing and
implementing an efficient QMS that adheres to the requirements outlined in the relevant
general QMS standard described above.

2.2.2 Leadership

According to Goetsch and Davis (2000), quality leadership is the ability to encourage
people to make a complete winning and voluntary contribution to achieving or exceeding
organizational goals. Quality leadership is focused on the concept of constantly refining
work methods and processes in order to improve quality, costs, and productivity. Leaders
must create unity and intent for their organizations’ internal 22 environments. Leaders
should inspire employees to want to work in their organizations. Leadership is responsible
for directing all organizational operations toward quality excellence. Along with a
management structure, top management should develop and maintain simple and
recognizable quality values (Raghunathan et al., 1997).

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2.2.3 Involvement of people

When people at all levels are actively engaged in the organization, their talents can be
used to support the organization. People within an organization are consulted with in
order for them to be aware of and appreciate the significance of their activities. They
should also understand how these relate to the organization's goals. According to Hele
(2003), people at all levels are the essence of an organization, and their complete
participation allows their talents to be used for the good of the organization. The concept
is expressed in ISO 9001:2000, through requirements; involvement in design reviews,
the definition of goals, duties and authority, the creation of a motivated environment,
internal communication and full needs identification (Hoyle, 2001).

Quality activities managers are responsible for determining and assessing personnel
skills necessary for assigned activities, ensuring necessary actions, such as training, and
evaluating these actions to ensure that staff are adequately trained, skilled, and able to
manage and perform assigned activities These measures include indoctrination and
familiarization with the relevant QA programme and procedural criteria and special
training in job efficiency. The scale, nature and nature of the activity, the education,
experience and expertise of a person are proportionate to the scope of these activities.
When accompanied by the relevant training documents, historical records of personal
education and experience can serve as competency documentation. Actions are reported
and recorded according to appropriate record procedures to develop or maintain the
required competences (Whiters & Ebrahimpour, 2001).

A process of interconnected individual processes is regulated by the QMS. These

processes are tracked, and data obtained are used to show compliance with defined
criteria and to provide support for corrective, preventive and continuous improvement
measures. The management assessment process describes the major enhancement
processes and the related quality goals. This tracking, measurement and interpretation
is used to help the executive management assessment process (Biolos, 2002).

2.2.4 Process approach

Tsim et al. (2002, p.247) defined process approach management as the "application in
an organization of a system of processes, as well as the identification and interaction of

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and management of such processes." The entire system should be regarded as a
homogeneous system without any component being isolated. When organizations handle
their activities and resources more effectively, the desired outcome can be obtained
(Ludwig-Baker, 1999). Hoyle (2001) stated that the management process approach does
not turn inputs into requirements-friendly outputs. But it is a management process that
has a clear objective and purpose, based on customers' needs. This aims to achieve the
goal and intent by using capable resources and information for people, the physical,
financial. It achieves results that satisfy the organizational stakeholders by measuring,
evaluating and continuously improving process quality and efficiency. But Balzarova et
al. (2004) quoted Batnber et al. (2000) as stating that it is difficult to set up process-based
management because of a hierarchical management approach in some organizations. In
the ISO 9001:2000 this method allows organizations to reduce complicated QMS
(ISO/TC 176 SC2, 2002) documentation.

2.2.5 Systems approach to management

The commitment, awareness and management of interrelated processes as a framework

leads to the efficiency of the organization's goals (LudwigBaker, 1999). This principle
recognizes that every aspect of a system has an impact on the system's behavior (Hoyle,
2001).

2.2.6 Continual improvement

The CI is defined by ISO 9000 (2000, p.9) as "the recurring operation to increase
requirements." In order to reach high-quality, consumer goods, ISO/TC 176 SC2 (2002)
specified that the ISO 9001:2000 in the form of a CI process. CI is in almost every new
standard provision. The CI of overall success of the organization should be the
organization's permanent goal. Any organization that wants to remain in operation has a
permanent target. CI will achieve design excellence, ensure contract communication and
build a spirit of teamwork (Hele, 2002). Similarly, Magd et al. (2003) cited CI as an
objective as an essential objective of the application of QMS-ISO 9001:2000. It is focused
on everyone's dedication and quality information within the organisation. Deming (1986)
concluded that QI would lead to efficiency increases, cycle time reductions, capacity

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buildings, cost savings, enhanced earnings, satisfaction of customers, increased market
share, customers' claims reduction, and less litigation issues. Low and Ling Pan (2004)
noted the current ISO 9001: 2000 standards literature arguing that the organization
cannot achieve a QMS CI process without top management dedication and support.

2.2.7 Factual approach to decision making

Ludwig-Baker (1999) indicated the analytical intuitive study of data and knowledge for
successful decisions and behavior. All of the main decision-making elements are
scraping, processing, returns and customer details. This theory leads the decision-
makers to take a different approach to the decision; to decide what decision is taken,
what the facts are necessary and how many facts are gathered, and procedures can be
used to determine the decisions (Hoyle, 2001). The analysis of data collected is a part of
effective decisions. The use of factual data and information will only help the organization
make the right decision (Hele, 2003).

2.2.8 Mutually beneficial supplier relationships

The company should inform its vendors of its customers' requirements and future needs.
Mutually beneficial ties between organizations and their vendors improve organizations’
capacity to build value (Ludwig-Baker, 1999). The organizations of the 20th Century rely
more than ever on their suppliers (Hoyle, 2001).

2.2.9 Context of the organizations

According to Pretesh Biswas (2019), the context of the organization is a recent ISO 9001
standard that states that an organization must consider all internal and external problems
that can impact its strategic goals and Quality Management System planning. The
definition and application of clause 4 have slightly changed. This clause has a few
conditions as well. Clause four of ISO 9001:2015 Context of the organization needs the
organization examine itself and its context. This means that an employee must determine
the impact of various factors on the organization, as well as how they affect the Quality

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Management System, company culture, objectives, and goals, product complexity,
process and information flow, organization size, markets, and customers, among other
things. As a result, it also has the interpretation of identifying risks and opportunities in a
marketing strategy. Regardless of the fact that the standard does not define how to
decide the organization's context, there are several logical steps 7 and milestones that
can be used. Since some of the requirements in the ISO 9001:2008 Quality Manual have
been moved to this new clause, an organization must first decide which of the new
requirements are already fulfilled in existing documents. Next, in the Quality Manual,
describe the scope of the QMS as well as the sequence of processes and their
interactions, either as text or as a flowchart. Then, determine the scope of the QMS and
the processes that interact with one another. Finally, after defining the scope of the QMS
and the exclusion, as well as the processes and their relationships, the following steps
must be taken:

Figure 1: Steps to be taken once the scope of the QMS are defined. Adapted from ‘How
to identify the context of the organization in ISO 9001:2015’, by Strahinja Stojanovic
(n.d).

2.3 Structure of ISO 9001:2015 standard

ISO 9001:2015 consists of ten clauses. There are: -

Clause 1 - Scope

Clause 2 - Normative References

Clause 3 - Terms and Definitions

Clause 4 - Context of the organization

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Clause 5 – Leadership

Clause 6 - Planning

Clause 7- Support

Clause 8 - Operation

Clause 9 - Performance Evaluation

Clause 10 - Improvement

The "context" of the organization is taken into account in a clause change that expands
the Quality Management System scope (for instance social impact).

Seven main clauses of general requirements are structured in ISO 9001:2015. The
context of the organization, leadership, planning, support, operation, performance
evaluation, and improvement are all included. The next sub-topic will go through all of
these clauses.

2.3.1 Clause 4 - Context of the organization

2.3.1.1 Understanding the organization and its context

According to Pretesh Biswas (2019), the organization must determine the issues both
external and internal that related to the organization's goals, strategic plan, and the
organization's potential to meet the goals. The organization must keep track of and
analyze data on external and internal challenges. Organizational value, cultural
knowledge and performance in order to understand internal issues. In order to obtain
External issues, organizations should analyze issues emerging from legal, technological,
competition, market, cultural, social, and economic situations (regardless of whether
worldwide, state, region, or locally). Positive and negative elements must be evaluated in
order to consider both the internal environment and external factors.

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2.3.1.2 Understanding the needs and expectations of interested parties

As stated by Pretesh Biswas (2019), the organization should identify Its requirements
and relevant interested parties. The appropriate stakeholders that may have an impact
on the organization's capacity to consistently offer products and services that meet
customer expectations as well as applicable legislative and regulatory requirements must
be examined. Monitoring and reviewing information on stakeholders and relevant
requirements.

2.3.1.3 The scope of Quality Management System determination

As stated by Pretesh Biswas (2019), By identifying the system's boundaries and

applicability, the organization must establish the scope of the quality management
system. When deciding the scope, the organization must evaluate the internal and
external challenges stated in 4.1., the requirements of relevant interested parties stated
in 4.2., and the company's products and services. This international standard requires
that the organization be allowed to apply within the QMS scope. This International
standard's requirements that the organization may not apply and that do not impact the
organization's capacity or obligation to deliver products and services that ensure the
consistency of its products and services and improve customer satisfaction. The
organization must make its services available and preserve the scope as written details
specifying the products and services that is covered by the QMS, as well as any
supporting documentation where a provision of this International Standard cannot be
implemented.

2.3.1.4 Quality Management System and its process

As stated by Pretesh Biswas (2019), the organization must create, implement, maintain,
and constantly improve its quality management system in compliance with the
requirements of these standards by deciding on and implementing the needed
procedures within the organization. When deciding upon operations, the organization
must consider the inputs required, the expected results, as well as the order and interplay
of these processes. As a result, the organization must monitor these procedures to verify

15
that they are functioning properly. The organization must establish the standards and
procedures, which include monitoring, measuring, and other essential performance
metrics, to guarantee the efficient operation and control of these processes. The
organization must identify and ensure the availability of the resources required for these
processes to function properly. It is necessary to identify the individuals who have
authority and responsibility for these processes. Clause 6.1 states that the organization
must identify risks and opportunities, assess them, and take appropriate action to resolve
them. Methods for tracking, measuring, and evaluating these processes are needed. If
the company fails to produce the desired result, it must make improvements to the
operation. The organization must look for ways to improve these processes as well as
the Quality management system as a whole.

2.3.2 Clause 5 - Leadership

2.3.2.1 Leadership and commitment

The Quality Management System implementation shows the commitment and continuous
productivity of the employees in developing and implementing the Quality Management
System. This commitment must be demonstrated by educating the organization,
conducting management reviews, and providing the required resources about the
importance of fulfilling customer requirements, complying with legal and other
requirements, and developing a quality policy and objectives. (Pretesh Biswas, 2019)

2.3.2.2 Policy

As stated by Pretesh Biswas (2019), the Quality Policy is a high-level document

containing statements on the general management and quality and customer satisfaction
obligations of the company. It sets a quality targets structure. Of course, it is a vital factor
to respect compliance and regulatory factors. The strategy must devote itself decisively
to the continuous development of the system and its results. The policies on quality must
be maintained as recorded information and critically shared and accessible to all
stakeholders of the organization.

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2.3.2.3 Organizational roles, responsibilities, and authorities

Pretesh Biswas (2019), responsibilities and authorities should be clearly identified and
conveyed to all hierarchical levels of the organization. The authorities and roles of
temporary employees must accurately be recorded and communicated in particular
circumstances (seasonal labor fluctuations, emergency situations, etc.).

2.3.3 Clause 6 - Planning

2.3.3.1 Risk and opportunity management actions

According to Pretesh Biswas (2019), when preparing for the quality management system,
the organization should consider the issues raised in Understanding the organization and
its context in clause 4.1, as well as the requirements raised in Understanding the needs
and expectations of interested parties in clause 4.2, in order to identify the risks and
opportunities that must be addressed.

2.3.3.2 Quality aims and strategies for achieving them

According to Pretesh Biswas (2019), at applicable purpose, amount, and processes, the
company must develop quality objectives. The quality strategy and the quality priorities
must be consistent. It must be measurable if at all possible. It must be dependent on the
requirements of the application. It must be important to product and service conformity
as well as increased customer satisfaction. It needs to be kept track of and communicated
about. It should be updated on a regular basis. The company must keep track of the
quality objectives in documented information.

2.3.3.3 Planning changes

According to Pretesh Biswas (2019), the organization determines that a transition in the
quality management system is required (clause 4.4), there must be changes in planned
and implemented in a standardized system. The organization should think about the
change's motive and any possible outcome, as well as the quality management system's

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integrity, resource obtainability, and the responsibilities and authorities are assigned or
redistributed.

2.3.4 Clause 7 - Support

2.3.4.1 Resources

According to Pretesh Biswas (2019), the organization should assess the resources
required to define, implement, preserve, and focus on improving the QMS on a
continuous basis and allocate them accordingly. Also, the capacities and limitations of
existing internal services, as well as what needs to be accessed from external providers,
should be considered.

2.3.4.2 Competence

According to Pretesh Biswas (2019), The organization must assess the required
competence of individuals practicing tasks under its supervision that has an impact on
the performance and efficiency of its quality management system. It should confirm that
these personnel are capable, based on appropriate education, skill, or ability, and, where
necessary, take steps to guarantee that they are competent, as well as assess the
efficacy of those actions. It is required to keep documented information as proof of
competence. Education, mentoring, or reassignment of currently working personnel, as
well as the recruiting or contracting of skilled workers, are examples of applicable actions.
In the terms portion, “competence” is characterized as the able to implement one's
knowledge and abilities to work in order to attain one's goals. "Qualification" is a term
used to describe demonstrated competence.

2.3.4.3 Awareness

According to Pretesh Biswas (2019), persons performing work under the organization's
control has to be informed of the organization's quality policy, important quality objectives,
and their responsibility to the QMS' effectiveness, along with the benefits of increased
highlight the relevance and the consequences of inability to achieve system
requirements.

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2.3.4.4 Communication

According to Pretesh Biswas (2019), communicate both internally and externally related
to the QMS should be determined by the organization, including what will be
communicated, when it will be communicated, with whom it will communicate, and how it
will communicate.

2.3.4.5 Documented information

According to Pretesh Biswas (2019), the quality management system must include
documented information needed by ISO 9001, along with documented information
recognized by the organization as vital to the effectiveness of the quality management
system. The organization will decide what written information is required for the effective
operation of the management system. Because of the organization's conditions and the
amount of work it does, the operations, procedures, products and services, the process
nature and their interaction and the skills of individuals, the amount of documented
management system information may vary from organization to organization. Auditors
will also have to be able to be familiar with the term 'documented information',
Organizations, on the other hand, are allowed to use terms that match their own
requirements.

2.3.5 Clause 8 - Operation

2.3.5.1 Planning and management of operations

According to Pretesh Biswas (2019), By determining the requirements for products and
services and establishing process criteria, the organization must organize, implement,
and control the processes as described in clause 4.4 in order to fulfil the requirements for
the provision of goods and services and to seeking to implement determined in clause
6.1 and for products and services acceptance, determine the assets necessary to attain
compliance with requirements of the product and service, implement process control in
line with the standard, determine, maintain and maintain documented information to the
amount required to have assurance that activities were carried out according to plan and
to verify product and service conformance with requirements. The planning result must
be appropriate to the operations of the organization. The organization must keep an eye

19
on planned changes and assess the implications of unwelcomed changes, taking steps
to limit negative outcomes if necessary. Clause 8.4 requires the organization to ensure
that outsourced processes are monitored and controlled.

2.3.5.2 Products and services requirements

According to Pretesh Biswas (2019), product and service information, inquiries, contract
terms, or facilitates communication, such as changes, acquiring customer feedback on
products and services, such as customer complaints, handling or controlling customer
property, and, where necessary, establishing specific requirements for eventuality
actions are all processes that must be established by the organization.

2.3.5.3 Product and services design and development

According to Pretesh Biswas (2019), when deciding the product’s requirements and
services to be provided to consumers, the organization must ensure that the product and
service requirements (including those considered acceptable by the organization) are
specified, as well as any relevant legal requirements. The company must also ensure
that it can fulfil the specified criteria and back up the claims it makes for the products and
services it provides.

2.3.5.4 Control of externally provided processes, products and services

According to Pretesh Biswas (2019), the organizations need to make certain that
procedures, products, and services rendered by external parties meet specific
requirements when external vendors contribute products and services for incorporation
into the organization's own products and services. External suppliers deliver products
and services to customers on behalf of the organization, and the procedure or a part of
the procedure is delivered by external suppliers on behalf of the organization. The
organization must apply specific requirements to control products and services from
outside. The organization should set up and implement criteria for evaluating, selecting,
tracking, and re-evaluating external suppliers based on their capability to deliver certain
needs with procedures, products, and services that meet specific requirements. The
organization must keep documented information of the activities mentioned above, as
well as any relevant actions resulting from the evaluation.

20
2.3.5.5 Production and service provision

According to Pretesh Biswas (2019), production and service provision should be carried
out in a controlled environment. As required, include the following controlled conditions:

1. The availability of documented information that defines product and service

characteristics.
2. Access to documented information that outlines the tasks to be completed and
the outcomes to be achieved.
3. Access to and use of appropriate monitoring and measurement tools.
4. Monitoring and evaluation activities are carried out at the appropriate phases to
ensure that process management and process outputs, as well as product and
service acceptance requirements, are met.
5. 5. Adequate infrastructure and process environment are used and controlled for
process activity.
6. Individual qualification and, where applicable, the appointment of a competent
individual.
7. Verification and regular recertification of any process for producing or providing
services that cannot be proven by achievement scores or measurement in order
to attain the desired results.
8. Product and service launching, delivery, and post-delivery activities are
implemented.

2.3.6 Clause 9 - Performance evaluation

2.3.6.1 Monitoring, measurement, analysis and evaluation

According to Pretesh Biswas (2019), The organisation should decide what needs to be
monitored and measured. It must also decide on the monitoring, measurement, analysis,
and evaluation methods that will ensure accurate results. When it is necessary to perform
monitoring and measuring. When such monitoring and evaluation findings must be
analyzed and evaluated. The company should also assess the quality management
system's performance and effectiveness. As proof of the outcome, it must keep
appropriate documented information.

21
2.3.6.2 Internal audit

According to Pretesh Biswas (2019), internal audits, also known as First-party audits are
conducted by or on behalf of the organization for internal audits and other internal
objectives and can be used to support a determination of conformance. Independence
can be demonstrated in many cases, particularly in smaller organizations, by the absence
of responsibility for the audited operation. External audits are divided into two categories
which is second-party and third-party audits. Second-party audits are performed on
behalf of or by individuals with an interest in the organization, such as clients. Third-party
audits are conducted by external, independent auditing organizations, including those
that provide certification/registration in conformance 9001 or ISO 14001. When two or
more management systems are audited together, it is called a joint audit. When two
maybe more auditing organisations collaborate to audit a single auditee, it is called a joint
audit.

The goal of an internal audit is not determined nonconformity, its goal is to check whether
your Quality Management System:

1. Complies with the requirements of ISO 9001 and the requirements of an

organization.

2. Effectively implemented and maintained.

People will get audit results by evaluating thier audit data at the end of the audit. The
audit's outcomes can be described as praise, improvement recommendations, and non-
compliance (major and minor). Verification of actions taken may be required, in which
case a follow-up audit is required. (Stojanovic, n.d.)

2.3.6.3 Management review

According to Pretesh Biswas (2019), the organization's QMS should be reviewed at

periodically by top management to ensure its continued suitability, adequacy, and
effectiveness, and it should be consistent with the organization's strategic direction.

22
2.3.7 Clause 10 - Improvements

2.3.7.1 General

According to Pretesh Biswas (2019), To meet customer requirements and improve

customer satisfaction, the organization must identify and select opportunities for
improvement, as well as take any necessary actions. These activities must include
improving products and services to meet requirements as well as potential needs and
expectations; correcting, avoiding, or reducing negative impacts; and improving the
quality management system's performance and effectiveness. Correction, corrective
action, continuous improvement, breakthrough change, innovation, and reorganization
are all examples of improvement.

2.3.7.2 Nonconformity and corrective action

According to Pretesh Biswas (2019), When a nonconformity happens, including those

caused by complaints, the organization must adapt to the nonconformity and, where
appropriate, take action to monitor and fix it, as well as deal with the consequences.
Through evaluating and assessing the nonconformity, determining the causes of the
nonconformity, and determining whether similar nonconformities exist or may potentially
occur, the organization must also determine the need for action to eliminate the causes
of the nonconformity, so it does not recur or occur elsewhere. If required, the organization
must take any necessary action and evaluate the effectiveness of any corrective action
taken; it must also update risks and opportunities identified during planning, as well as
make adjustments to the quality management system. Corrective actions must be
adapted to the effects of the nonconformities that have been discovered.

The organization must "retain" documented information as evidence of the existence of

the nonconformities, as well as any subsequent actions and outcomes of any corrective
action.

23
2.3.7.3 Continual improvement

According to Pretesh Biswas (2019), The organization must constantly improve the
quality management system's suitability, adequacy, and effectiveness. To determine
whether there are any requirements or opportunities that must be addressed as part of
continuous improvement, the organization must evaluate the outcomes of analysis and
evaluation, as well as the outputs from management review.

2.4 Factors that influence QMS implementation

All the critical success factors for a sustainable quality management system and for
successful ISO 9000 certification results are the continuous enforcement of processes,
people and systems, the reward system, teamwork, performance measurement and
communication during the post-certification period. Quality auditors can increase the
value of their certifications in a better position. The value-added audit may not only
produce data for use in certificate, documentation improvements or conformity
enforcement, but also for management decisions concerning economic, employee
development, technology, growth, products and processes, since these decisions are
based on current performance. (Naceur & Abdullah, 2005).

2.5 Barriers to Quality Management System

Provided that the implementation of ISO 9001 is meant to address inconsistencies with
organizational procedures by the implementation of a new framework, it ultimately
introduces improvement to the company. For many factors, transition is an important
aspect of industry, such as enhancing sustainability, corporate renewal, international
norms, optimizing efficiency, creativity, and technology. As described by Zorn,
Christensen & Cheney, (1999), it is considered an organizational transition when an
organization is undergoing change and goes through a transition that changes or
restructures large parts of its components. In order to have an effective organizational
transition, strong change management is necessary to ensuring that the desired
outcomes are obtained, as reported by Hiatt and Creasey (2012). Akdeniz (2014) stated
that change management is a particular management strategy by using specific
strategies and tools to ensure efficient execution of change, based on the prosci concept

24
of change management as a collection of processes and tools used to direct the people
side of change to achieve the desired outcomes.

There are still challenges present when initiating reform, as Gill (2003) cited, such as lack
of coordination, lack of top management involvement, confusion of the priorities and
method of change and opposition.

Although Ackerman-Anderson and Anderson (2010) claimed that in order to prevent

failure, leaders and workers have to incorporate personal improvements related to
culture, behavior and attitude in organizational change, Paton and McCalman (2008)
argued that a common understanding among people impacted by change is one of the
significant good change guarantors, regarding related problems and implications.

2.6 Challenges in Managing Quality Management System

The key reason for service providers to follow QMS is external demands for approval,
and not consistency itself, in most industries. The issue with this strategy is that
consistency is not regarded as a competitive imperative by corporate decision makers
(Hoyle, 2007; Samsudin et al., 2012). Spillinger (2000) points out that quality control
certifications clearly confirm that, independent of the quality standard they have attained,
organizations have mapped and assessed procedures. Therefore, no QMS credential will
guarantee any quality standard without strategic assurances, although user features,
design teams, and project organizations should be considered to fix quality problems in
projects (CABE, 2006b).

Problems arose in areas where the assumptions seemed insufficiently valid to prove this
(SEE MORGAN and MURGATROYD, 1994; KIRKPATRICK and LUCIO, 1995; ADAMS,
1998). Services-oriented organizations are exposed to a series of individualistic
approaches from this peculiar procedural interface that is not able to generalize. In the
absence of a clearly defined operating code, a well written document, yet on the basis of
man-to-man and cases, the quality parameters of the organization were entirely different
from an organization that worked in a controlled atmosphere, the main difference in this
service-oriented organization, with reference to the quality management concepts. The
fundamental source of change was the information that the whole industry had been, and
continues to be, involved in trading information. Numerous studies show that the further

25
serious problem with quality is reduced, imperfect, ineffective or erroneous information
(ENGLISH, 1999; FERGUSON and LIM, 2001; CRUMP, 2002). Huang et al. (1999)
acknowledged that information should not, however, be maintained as a simple by-
product of countless businesses with the same importance as goods. An obvious
methodology is to focus on customer requirements.

2.7 Balancing Product Cost and Innovation

As most suppliers are now forced to produce goods that can be easily and cheaply
adapted to evolving consumer preferences, the cost-management headache is much
greater than that. This ability to customize mass is crucial yet costly, which is why
production leadership also comes from the ability of an organization to manage product
costs and creativity, as stated by Robert S. Forrest and Venkatesh Iyer (2010). It is also
said that few companies have been able to increase the pace of creativity without
raising costs. The key factor, the more complexity of the commodity grows, and the
higher the prices remain.

2.8 Plan-Do-Check-Act (PDCA)

Dr. Edwards Deming, an American quality control specialist in the field of 1950,
popularized the Plan-Do-Check-Act (PDCA) cycle, which is a quality management
system in the industrial sector such as manufacturing, services, offshore, project areas,
organizations, and so on. The PDCA method can be used to make continuous
improvements without stopping, which is more future-oriented, versatile, rational, and
practical to do, and it includes a summary of all elements of the plan.

Four processes are performed in this method for controlling and improving the
management process supply chain or the company's habits. In other words, this approach
uses 4 phases to pay attention to and change any deviations that might arise, with the
overall aim of improving business processes. The Deming Phase, also known as the
Planning, Conducting, Testing, and Implementation steps, bring the PDCA process to a
close. The plan do check action cycle was created by Deming as a four-stage repetitive
problem solving method.

26
i. Plan: Improvement opportunities are identified in this phase, and later priorities
are allocated to them. Correspondingly, consistent data is used to determine the
current state of the process to be evaluated, the problem causes are identified,
and potential solutions are proposed to solve it.

In order to do questionnaire for Plan (P), researcher use:

Clause 6 – Planning
6.2 Quality objectives and planning to achieve them.
6.2.1 The organization shall establish quality objectives at relevant functions,
levels and processes needed for the quality management system.
6.2.2 When planning how to achieve its quality objectives, the organization
shall.

ii. Do: In this phase, it is intended to implement the action plan, select and document
the information. Unexpected events, lessons learned, and knowledge gained
must also be taken into account.

In order to do questionnaire for Do (D), researcher use:

Clause 7 – Support
7.1.1 General
7.1.3 Infrastructure
7.1.4 Environment for the operation of processes
7.2 Competence
7.3 Awareness
7.4 Communication
7.5 Documented Information

Clause 8 - Operation
8.1 Operational planning and control
8.2 Requirements for products and services.
8.5 Production and service provision

27
 iii. Check: In this step, the results of the actions implemented in the before step are
analyzed. A before-and-after comparison is done to see if there were any
improvements and if the established goals were achieved. Several graphic
support tools, such as the Pareto chart or the Ishikawa diagram, can be used to
help with this.

In order to do questionnaire for Do (D), researcher use:

Clause 9 – Performance evaluation

9.1 Monitoring, measurement, analysis and evaluation
9.2 Internal audit
9.3 Management review

iv. Act: This phase consists in developing methods aimed to standardize the
improvements (in the case objectives had been reached). Furthermore, the
evidence is repeated to obtain new data and re-test the improvement (only if data
is insufficient or circumstances have changed), or the project is abandoned and
a new one started from the beginning (in the case the implemented actions did
not yield effective improvements).

In order to do questionnaire for Act (A), researcher use:

Clause 10 – Improvement
10.2 Nonconformity and corrective action
10.3 Continual improvement

2.9 Benefits of the ISO 9001 Standard

Many scholars have discussed the benefits of ISO 9001 from various performance
parameters such as operating benefits, customer results, etc. In this case, the following
13 advantages are discussed, which are mentioned in the 50 articles used in this
literature review that is export, efficiency, improved competitive position/competitive
advantage, improved systematization, improved product/service quality, improved image,
28
improved employee performance, improved customer satisfaction, improved supplier
relations, and relations with competent authorities relationships with other stakeholders,
market participation, profitability and sales and revenue growth. Researchers most
commonly analyzed three benefits, increased customer satisfaction and improved
employee relations, followed by profitability and better organization. Studies have shown
that other advantages gained by many companies include improved storage and sales
markets, image, product/service quality, and exports. In contrast, the three benefits of the
least research are improved competitive position, improved supplier relations, and
improved relations with the government and other stakeholders.

To analyze the benefits of the ISO 9001 standard some authors analyze the results
through a list of benefits, while others base themselves, or offer a share of benefits from
it. This is what happened to Lee (1998), who classifies benefits as the benefits of internal
communication (improved team spirit, less employee conflict, less waste, more success,
shorter lead time), benefits and advantages from customer relationships (improved sales
through new customers, longer contracts with existing customers, less oversight of
existing customers, fewer complaints from existing customers), and benefits derived from
contact with subcontractors (subcontractors to be verified, improved linkages with
contractors, strict control of subcontractors). Nield and Kozak (1999) showed that the
benefits of standards are: job benefits (improved operating system, better work
practices), marketing benefits (improved satisfaction’ customers, competitive advantage,
national recognition), and human resources. advantages (getting more mature
employees, reduced employee participation). Casadesús and Giménez (2000) show that
these outcomes are a result of people (job satisfaction, recommendation system, health
/ safety, mobility, non-attendance), job responses (errors and defects; processing order;
reliability; timeliness; price; stock; lead time; stock turnover), customer response
(customer satisfaction; complaints; redemption) and financial response (market share;
sales; return of trade; return of property).

29
2.10 Conceptual Framework

After finish of defined the problems and literature review, the next stage is to focus on the
theoretical framework must be done. It is a structure show the relationship between the
independent variable and dependent variable used in the research. By doing data
collecting and evaluating process in a systemic manner, it allows researcher to refer to
specified study queries, test theories and compare results. The data collection aspect of
the analysis is popular in all areas of study such as physical, social, human, and business
studies. The importance on the precise and accurate selection remains the same,
although the approaches differ in each discipline.

Independent variable Dependent variable

To investigate factors that

influence QMS
implementation.

To measure QMS
implementation level. (PDCA)
To investigate barriers in
implementing QMS.

Figure 2: Conceptual framework

30
 CHAPTER 3: METHODOLOGY

3.0 Introduction

This chapter discusses specifically the further research methodology. The researchers
examine the theory to show how the necessary evidence from a wide range of
understanding revolve around the technology and information testing, which meets the
research goals. The key explanation for the study is the review of data in UNIKL MITEC.
Researchers will clarify the analysis process briefly. This Chapter would define a
methodological structure for this research, the type of approach used by researchers in
this study and the type of data collection to be used in this research.

3.1 Respondent of studies

The respondents of this study are the quality department, lecturer, and staff of UNIKL
MITEC on how they can assist the researchers in to find the barriers of the QMS
implementation for data analysis. Besides that, the head of quality assurance of the
organization is also the one that the researchers will interview and the other staffs
including lecturer, will be given questionnaires on how they can handle the challenge
while implementing QMS as there are factors that slow down their process before and
during COVID-19.

3.2 Population

There are 160 of total staff which is the population of data that is targeted in UNIKL
MITEC.

31
3.3 Sampling method

The sampling method is the method that will used by the researcher to perform the
survey. Set of survey will be passed to the sample of respondent based on the method
used. Krejcie and Morgan Sampling Method will be implemented to determine the sample
size.

3.4 Data process analysis

The process of inspecting, cleansing, transforming, and modelling data with the goal of
discovering useful information, informing conclusions, and assisting decision-making is
known as data analysis. The data is compiled and analyzed after all of the important data
has been collected. Requires the processing of all the answers through feedback from
respondents and analysis Statistical method namely the Social Sciences Statistical
Package (SPSS) and Pearson Correlation Analysis.

3.4.1 SPSS

SPSS statistics is a software package used for interactive, or batched, statistical

analysis. It consists of an integrated series of computer programs which enable user to
read data from questionnaire survey and other resources. To analyze the data, it is
assumed that:

3.4.2 Pearson Correlation Analysis

The relationship between work satisfaction variables was examined using Pearson
correlation. For this research the correlation strength between two variables is based on
the strength of the correlation established by Davis (1971).

The correlation would show the force of the linear relation between two variables.
Variables are measured using Pearson's correlation, which gives a measuring strength
between variables, one dependent and the other independent.

32
3.5 Questionnaire

In this study, survey questionnaires will be used to collect information from all
interviewees. The questionnaire is the list of questions to be asked for study or survey to
provide specific information. The questionnaire is answered by the respondent and
compiled by the researcher until it has been completed. In order to submit the
questionnaire, the researcher will directly contact the organization and use the
standardized query.

The following sections are based on the first objective, to investigate factors that influence
QMS implementation, second objective, to investigate barriers in implementing QMS and
third objective, to measure QMS implementation level by referring to PDCA. The QMS
implementation are based on Malaysia Standard ISO 9001:2015.

Through questionnaire, the respondents of the survey will be asked to decide how true
each of these statements about their organization by using five-point of scale (1 - very
poor, 2 - poor, 3 - Moderate, 4 - Good, 5 - Excellent). The samples of questionnaire are
as in Table 3.1.

33
 3.6 Design of questionnaire

Objective Items Source Total

items
a) To investigate Top management commitment Factors 8
Effective internal auditing Affecting The
factors that
Sufficient ISO training programs Practices Of
influence QMS Availability of ISO published materials Iso 9001:2000
Availability of external consultants Quality
implementation.
Employee motivation and involvement Management
Resource allocation System In
Services/support from the certification Saudi
Business
Organizations
(2004)
b) To investigate Lack of trainings Barriers to ISO 10
Lack of internal communication among staff 9001
barriers in
and between staff and top management Implementation
implementing Lack of cooperation and teamwork in Moroccan
Additional load workload from the QMS Organizations:
QMS.
Lack of competence Empirical
Difficulty in setting relevant quality objectives Study (2017)
Resistance to change
Poor interdependence between departments
Difficulty in changing culture
Difficulty in process identification and
management
c) To measure QMS General MS ISO 24
Identification of Interested parties of 9001:2015
implementation
organization Standard
level. (PDCA) Identification of Internal and external issue
Identification of Risk and opportunities
Involvement by top management
Customer Focus
Development of Quality Policy
Communication regarding Quality Policy
Planning – Clause 4,5,6
Development of Quality Plan
Development of Quality Objective Target
(QOT) for department
Do – Clause 7 & 8
Adequate staff to implement quality
management system and run the operation
Overall Infrastructure in the organization

34
Working Environment
Competencies level of staff to do the work
Level of staff awareness
Establishment of Communication channel
Establishment of Documented Information (DI)
Operational planning and control
Requirement of product and service is
established
Identification and traceability
Check – Clause 9 & 10
Monitoring of process performance
Measure customer satisfaction
Implementation of Internal Audit
Management Review is conducted
Action – Clause 10
Action to address non-conformity
Continue Improvement activities

Table 1: Design of Questionnaire

35
3.7 Research figure

In statistical analysis, data collection plays a very important part. There are various
methods of analysis for gathering information, all in two different categories, namely
primary and secondary data (Douglas, 2015). The qualitative analysis approach was
used in this research. As a result, the study used an interview to gather primary data, and
a questionnaire to collect secondary data from journals, articles and past case study to
support the research. To establish the research instrument, researchers conducted an
interview session with the organization to gather data and information. Researchers also
planned interview questions for the institution in order to assist researchers by addressing
questions about the study. After getting the approval from supervisor, the researchers
started online interview to the Head of QA of UNIKL MITEC and answer the questionnaire
given.

3.7.1 Primary Data

A qualitative research interview, according to Kvale (1996), aims to cover both factual
and meaning levels, but it is generally harder to interview at a meaning level. The primary
data that the researchers used came from original data interview that was conducted for
the first time. The primary data gathered by researchers came from UNIKL MITEC. The
interview questions were presented to the company in order to understand more about
the latest production flow.

3.7.2 Secondary Data

To support in the interpretation of this study, secondary data is used. Secondary research
data is derived from documents, journals, and historical case studies and is used to
compile more research-related information. According to Vartanian (2010), secondary
data may be analyzed for research purposes other than the questions for which the data
was originally collected (p. 3; Vartanian, 2010).

36
3.8 Research procedures

This section of the thesis or dissertation covers all research-related tasks that must be
performed in order to fulfil the research aim and objectives and provide some alternative
solutions to the barriers to QMS implementation at UNIKL MITEC. Thus, the researchers
are willing and willing to gather information from the respondents after discussions and
the supervisor's permission. The object of the survey data collection is to know and to
know how the QMS organizational barrier is handled and to know the current flow. In
addition, it is therefore important to ensure that interviewees understand the questions
posed by researchers. After data collection has been completed, analysts begin to
interpret and review the data collected to produce the report.

3.8.1 Gantt Chart

As Richman (2002) has pointed out, the Gantt chart is a type of bar chart which shows a
plan for a project. This diagram lists the operation to be carried out on the horizontal axis
and the time intervals. The horizontal bar width of the graph indicates each activity's
length. Gantt charts show the beginning and end dates of the terminal elements and
overview project elements. The project work breakdown structure is composed of
terminal elements and description elements

37
Week/Activity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Project Identification and ✓

Selection

Discussion with FYP ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

supervisor

Preparing proposal ✓ ✓ ✓

Title defense presentation ✓

Chapter 1: Introduction ✓ ✓ ✓ ✓ ✓ ✓ ✓

Chapter 2: Literature ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓
review

Chapter 3: Methodology ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Presentation ✓

Logbook submission ✓ ✓ ✓

Table 2: Gantt chart of the project.

38
3.9 Quality Tools

To explain the process of operations, provide a diagram or make a flowchart.

Interpretation of the project for the purpose of determining cause and effect. They're
excellent at extracting problems in experiments and they can overcome the vast majority
of quality-related challenges.

3.9.1 Cause and effect diagram (Ishikawa diagram)

The cause-and-effect diagram, also defined as a Fishbone or Ishikawa diagram, which

identifies the root causes of a problem. In this case, the respondent can concentrate on
the main issue and find solutions that prevent the problem. The causes generally divide
into 6 main categories (measurements, material, humans, environment, methods and
equipment) in which these sources of variation are identified and classified (Ishikawa,
Kaoru, 1968).

3.9.2 Flowchart

According to Nancy R. Tague (2004), A flow chart is a type of chart that represents a
process with a variety of symbols that contain procedural or event sequence information
and that each symbol is connected to an arrow in which the process' flow path is
shown. The researcher is aware the processes of upcoming steps that will possibly
solve those QMS barriers of the learning institute.

39
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