REASONS AND BENEFITS ASSOCIATED WITH ISO 9001
CERTIFICATION FOR SUGAR AND ETHANOL COMPANIES
Caio Stockler Ferreira
Federal University of Alfenas, Brazil
E-mail: caiostockler@hotmail.com
Eduardo Gomes Salgado
Federal University of Alfenas, Brazil
E-mail: egsalgado@yahoo.com.br
Carlos Eduardo Sanches Silva
Federal University of Itajubá, Brazil
E-mail: sanches@unifei.edu.br
Carlos Henrique Pereira Mello
Federal University of Itajubá, Brazil
E-mail: carlos.mello@unifei.edu.br
Paulo Sampaio
University of Minho, Portugal
E-mail: paulosampaio@dps.uminho.pt
Submission: 17/02/2015
Revision: 02/03/2015
Accept: 13/03/2015
ABSTRACT
With increasing business competitiveness, companies
have sought to adapt their processes and / or products to worldwide established
quality standards in order to achieve a greater share of consumers having as
favorable aspect the quality assurance of the products and/or services
provided. It was observed that companies of different sizes have different
challenges regarding the certification, however the degree of difficulty is the
same for all of them. The objective of this paper is to verify the reasons for
the implementation of ISO 9001, the obstacles encountered during the
implementation, the benefits arising from the use of the quality management
system and the degree of difficulty to implement this standard. This work was
developed based on a survey involving companies certified with ISO 9001:2008
from the productive sector of sugar, ethanol and derivatives of sugarcane, located in all Brazilian states. It was observed that companies of
different sizes have different challenges regarding the certification however
the degree of difficulty is the same for all of them. Thus, we believe that
expected results represent a very important contribution to examining the
reasons, benefits and difficulties of the ISO 9001 to both, the companies and
certification bodies, and to researchers.
Keywords: NBR ISO 9001, sugar, ethanol.
1. INTRODUCTION
The
national policy, described by the Brasil (2011), for the production of
sugarcane is oriented on the sustainable expansion of the culture, based on
economic, environmental and social criteria. The Agro-Ecological Zoning of
Sugarcane Program (ZAEcana) regulates the planting of sugarcane, taking into consideration
the environment and the region's economic aptitude. From a thorough study, the
best planting areas are stipulated based on the types of climate, soil, biomass
and irrigation requirements. A timetable is also planned, for gradual
reduction, by 2017, of the burning of sugarcane in areas where harvesting is
mechanized, prohibiting the planting in the Amazon, Pantanal, in the Upper
Paraguay River Basin (BAP) and in areas with native vegetation. The national
sugar and ethanol sector is a reference for other producing countries.
The
sugarcane is produced in nearly the entire country, 60% in São Paulo. The other
producing areas are Paraná, Triângulo Mineiro and Zona da Mata Nordestina.
World leader in the production of sugarcane ethanol, Brazil has the
availability of arable land for sugarcane planting, without prejudice to other
foods, production technology and distribution structure. The country mastered
the whole cycle of ethanol production, from the high-productivity farming to
the installation of equipment for the distilleries that are producing this
biofuel, from the fermentation of the juice extracted from sugarcane.
Every
organization would like to improve their operation, if that means a steady
increase in its market share, reducing costs, and managing risks more
effectively, improving customer satisfaction and corporate image. A quality
management system provides a structure to monitor and improve performance in
any area you choose.
According
to Debnath et al. (2010) and Kim (2009), the quality management system ISO
9001, proposed by the International Organization for Standardization (ISO) in
1987, represents the first international standard for the development of a
quality management system and it is used by nearly 1.1 million organizations in
more than 180 countries (ISO, 2013). This system helps all kinds of
organizations wishing to demonstrate the ability to consistently deliver a high
quality product, greater customer satisfaction, increased staff motivation and
continual improvement.
According
to Sampaio, Saraiva e Rodrigues (2011) the ISO 9001 certification is considered
one of the most effective tools used today for improving Quality Management
System (QMS). Given the strong growth of using these standards, a great
interest from companies regarding this practice has been observed (SAMPAIO;
SARAIVA; RODRIGUES, 2011). Since ISO 9001 gained popularity, many authors
attempted to understand its effects on businesses and in the world, such as:
Aggelogiannopoulos, Drosinos and Athanasopoulos (2007), Sampaio, Saraiva and
Rodrigues (2009); Saizarbitoria, Casadesús, Marimón (2011), Sampaio, Saraiva
and Rodrigues (2011), Alonso-Almeida, Marimon e Bernardo (2013) and Salgado
et al. (2014).
This
paper aims to identify the benefits, reasons, obstacles and difficulty level
that companies of this sector had to implement and certify their Quality
Management System in accordance with ISO 9001:2008, correlated with the number
of employees and the time to get certified. The research is justified since the
Brazilian agricultural productive sector has developed increasingly; giving the
country a major rise in exports of their products and not being identified
similar studies for this sector. The cultivation of sugarcane is the third
largest agricultural activity in terms of production area and gross value
produced, losing only to soybeans and corn that are the major crops of the
country, and in 2006 the crop had a gross value of about 19 billion reais,
according to the Brasil (2011). Since this sector is highly productive and
profitable, the search for new markets becomes a determining factor for further
growth. Thus, it is necessary to invest in quality management systems, because
the market has become more demanding and more critical of the quality of
products.
Because
of this necessity, the use of systems recognized worldwide has led companies to
implement ISO 9001 in their production process. Therefore, the identification
of obstacles encountered during implementation, the benefits generated by the
use of the quality management system and the degree of difficulty to implement
this standard in companies of the sugar and ethanol sector are needed by the
importance of this sector to the country, and the fact that other sugar and
ethanol companies are still not certified.
The
study was conducted in three stages. The first consisted of a literature review
on the sugar and ethanol industry and the quality management system ISO 9001.
This stage has been proved as of great importance to the implementation of a
QMS, as well as the importance of the sugarcane culture in the national
economy.
In
the second stage, a survey was carried out on sugarcane companies that have the
QMS certified in ISO 9001:2008, which could participate in the field-research.
Besides that, the questionnaire of Bhuiyan and Alam (2004) was chosen to
perform the data collection. In the third stage, the compilation and analysis
of data was performed.
2. SUBMISSION INSTRUCTIONS
2.1.
Sugar and ethanol sector
Introduced
in the colonial period, the sugarcane became one of the main cultures of the
Brazilian economy. Brazil is not only the largest producer of sugarcane. It is
also the first in the world in the production of sugar and ethanol and
conquers, increasingly, the foreign market with the use of biofuel as an
alternative energy. Responsible for more than half of the sugar traded in the
world, the country should achieve an average rate of increase in production of
3.25% until 2018/19, and harvest 47.34 million tons of the products, which correspond
to an increase of 14.6 million tonnes compared to the period of 2007/2008. For
exports, the expected volume for 2019 is 32.6 million tons, according to the
Brasil (2011).
To
Scopinho (2000), in the mid-80s, a new phase of the productive restructuring
process began in the sugar and ethanol sector in Brazil. On one hand, under the
neoliberalism influence, the State failed to regulate more directly the sugar
and ethanol economy; the cut of subsidies and stimulus programs to encourage
the production and commercialization forced it to dispute spaces in domestic
and foreign markets, increasingly competitive in these times of economic
globalization. On the other hand, social movements reacted more strongly
against the abuses that have been committed by the sugar and ethanol companies,
especially with regard to the exploitation of the environment and workers.
According
to Paulillo and Soares (2008), governments, as funder and promoter of
development, acting more discreetly in providing supplies to the sector, has
forced companies to seek new investments. Given that the options of the
domestic credit market, with high interest rates and fees, have not favored the
development of the sector. The biofuel companies have sought alternatives;
among the most quoted is the capital market, since there is a great need for
investment to meet the growing demand for sugar, ethanol and biodiesel. However
the sugarcane and ethanol sector is traditionally dominated by family
businesses which have hampered the acceptance of the industry in the capital
market, besides being a new industry and full of uncertainties. However these
companies have adopted a system of corporate governance, which has given more
credibility and confidence to the sector, a fact that is being observed in the
Sao Paulo Stock Exchange (BOVESPA).
2.2.
ISO 9001 Standard
The
ISO 9001 certification is considered one of the best and most effective tools
used for guidance of a Quality Management System (QMS). Given the strong growth
of these patterns, a great interest from enterprises as regards this practice
has been observed (RODRIGUES; SARAIVA; SAMPAIO, 2011). In addition, Levine and
Toffel (2010), implementing a QMS in accordance with ISO 9001 implies suiting
operational procedures documentation, training, internal audit and corrective
action procedures, in addition to requiring that the procedures to improve
existing processes, be also implemented.
The
basis of the model proposed by ISO 9001 consists of three key aspects: customer
satisfaction, which says that a quality system is only effective if it ensures
full customer satisfaction; the continuous improvement, in which the
organization needs to demonstrate that it has processes for continual
improvement of the effectiveness of its quality management system; and finally the focus on processes, which
directs the company to a more systemic and correct view of their activities,
seeing the organization horizontally.
2.2.1. Reasons e benefits
According
to Heras et al. (2008), the conclusions regarding the effectiveness of ISO 9001
in the industrial sector have been diverse, that's because some studies claim
that its implementation is something beneficial for organizations, while in
other studies, there are doubts about this conclusion. According to Rusjan and
Alic (2010), these internally motivated companies, strive to maintain an
effective and efficient QMS, and not just to get the certification. Such
companies are not only interested in the formal aspect of the standard and its
requirements to be met in order to be certified, but also the recommendations
of satisfaction for continuous improvement established by ISO. These
recommendations become especially important for those organizations that are
involved in showing the basic principles of quality management, which represent
the proper and efficient basis of the implementation of a QMS, showing that
companies have understood the spirit behind the requirements of the standard.
It
should be emphasized that a quality management system can contribute to the
efficient performance of a company, whether it is presented effective and
connected to your business strategy, because can be used in a proactive way to
contend with market changes and adverse economic situations (LAM et al. 2011;
ANDRADA; ALMEIDA; ANTÓN 2011). As a result, we have a competent QMS, enabling
organizational improvements, rationalization and business improvement
(particularly with regard to reducing the cost of poor quality), and most
importantly, an increase in income of the company following the improvements in
product quality. This system contributes to achieving the goals of the business
and an improvement in the overall performance of the organization. According to
Magd and Curry (2003), where ISO 9001 is implemented properly, it contributes
to the achievement of different business goals.
Many
researchers, for example, Leung, Chan and Lee (1999); Karapetrovic and Willborn
(2001); Magd and Curry (2003); Sampaio, Saraiva; Rodrigues (2010); Alolayyan et
al. (2011); Souza Junior et al. (2014); Rauber et al. (2014) and Salgado et al.
(2014) mention several types of benefits achieved by implementing the ISO or
TQM (Total Quality Management), which can be grouped into four groups such as:
benefits related by the customer perspective, benefits related to the internal
process perspective, benefits related to learning and development perspective,
and benefits related to the achievement of economic goals and better financial
performance.
2.2.2. Obstacles and difficulties
Despite
the countless benefits a correct implementation of ISO 9001 can bring, some
negative aspects are encountered during the process of adapting the company. In
accord to Pinto, Carvalho and Ho (2006), the greatest difficulties in
implementation are: the complexity of the operations performed by the
organization, the unavailability of internal staff to conduct trainings and
meetings, the preparation of relevant documents for certification, the
calculation of costs and gains with the program, and the availability of
leaders for the implementation.
Moreover,
although many companies have a quality management system with ISO 9001 and / or
other certifications, many of them face in their day-to-day life difficulty in
ensuring that the system is “running” that is really in proper functioning so
that it can objectively bring the quality benefits expected for their products,
processes and in relation to their customers and suppliers.
3. RESEARCH METHOD
The
survey research or survey is a method of collecting information directly with
people about their ideas, feelings, health, plans, beliefs and social,
educational and financial background or about the unit, company or organization
they operate. A survey can be performed by using a questionnaire where one
completes the information with or without assistance. This questionnaire can be
sent by mail or email. The survey can be further developed through personal
interviews or telephone, as Fink and Kosecoff (1998) and Forza (2002). The
survey provides information on large populations with a high level of accuracy,
according to Forza (2002).
The
questionnaire was prepared in accordance with factors, processes, variables and
scales for the ratios, barriers, benefits and level of difficulty for the
implementation of ISO 9001. The survey
of sugar and ethanol companies certified with ISO 9001 was carried out through
their registry on the INMETRO website, consulted in August 2010, whose contact
was established through electronic mail (e-mail) and telephone from August to
December 2010.
The
first step was to validate the questionnaire used, so that the information
obtained by respondents corresponded to reality, even being their personal
opinion. To evaluate if a questionnaire has reliable variables an internal
validation can be used, which refers to how well the instrument measures what
it is proposed to measure, and also using the external validation, which
relates in order to infer a possible situation in the population, and if the
results are generalizable, according Giuffre (1997a, 1997b).
To
determine the reliability of the questionnaire, the degree of homogeneity of
the set of responses by Cronbach's alpha was calculated, since it provides
internal consistency values, enabling to evaluate the scale used, as Hair JR.
et al. (2005). The internal validity indicates the conditions of application of
the instrument, in this case the questionnaire. However there is no absolute
standard of values for Nunnaly and Bernstein (1994) and Hair Jr et al. (2005)
the values of Cronbach's alpha equal to or above 0.70 reflect an acceptable
reliability. However, Malhotra (2006) recommends as a decision criterion for
"Cronbach's alpha to be considered acceptable, indices above 0.6, and the
closer to 1, the greater the reliability." In this work we calculated
Cronbach's alpha using the software Minitab 15 ® and the lowest value found was
0.9498, which can be considered acceptable.
In
this paper was used the method of regression "Partial Least Squares"
or PLS that applies when there are: multiple dependent variables, highly
correlated predictors, more predictors than observations, according to Yacoub
and MacGregor (2003), Helland (1988). The PLS method reduces the number of
predictors to a set of principal components. Therefore, PLS is a method which
seeks to form components that capture the maximum information of the variables
X and that is useful for predicting Yi, while reducing the dimensionality of
the problem of regression by using a smaller number of components than original
variables.
The
correlation analysis using the PLS, calculates through the software Minitab 15
®, uses the algorithm NIPALS (Nonlinear Iterative Partial Least Squares). The
NIPALS is an extension of the PLS used for multivariate data analysis. As in
PLS, the NIPALS is used in cases where all dependent variables are provided
simultaneously, according to Sena and Poppi (2004).
The
PLS model and a residual analysis to verify their normality were performed. In
case of abnormality of the waste, you eliminate its generating element and
recalculate the model. The process is repeated until normality of the residuals
is obtained and only then the analysis of the PLS results is performed. Data normality was obtained in the analysis
of residues.
One major
issue that arises in the Principal Component Analysis is the criterion for
choosing the number of components to retain. Kim and Mueller (1978) report that
the most popular methods are: Kaiser, which proposes to consider only the
eigenvalues greater than one, demonstrating that these values would be the
statistically significant. But this condition is not sufficient. Not all
eigenvalues greater than one correspond to components with apparent
significance, and the eigenvalues Diagram : consists of observing the diagram
of eigenvalues and conserving the ones situated above the break point of the
fall of the curve of the function that relates the order and the eigenvalues.
Thus, if two factors are associated with almost equal eigenvalues, they represent
the same proportion of variability and there is no reason, a priori, to keep
one and not the other. However, a strong decrease between two successive
eigenvalues follows in conserving the predecessor factors in the
interpretation.
After
data collection, statistical analyzes were performed on the number of employees
and in relation to the time to get certified. For both data (time to obtain and
number of employees), it was performed residual analyzes, number of principal
components, variance analysis, determination of factors and alpha Cronbach.
4. DISCUSSION OF THE RESULTS
The
authors identify 49 certified companies from the sugar and ethanol industry in
Brazil. For a confidence level of 95%, the total number of companies required
for consultation is 47. Thus, 47 companies were invited to participate in the
survey. However 20 contributed by answering the questionnaire. So the survey
counted with the participation of a sample of 40.8% relative to the total
identified, as shown in Table 1.
Table 1: Sampling
of the survey
Total of certified companies |
Companies surveyed |
Level of confidence |
Respondent companies |
Participation rate |
49 |
47 |
95% |
20 |
40,8% |
The
distribution of the participating companies by size is presented in Table 2.
There is a predominance of companies with over 1,000 employees, followed by
companies with 201-500 employees.
Table
3 shows the distribution by how long the companies have been certified for.
There is a predominance of companies certified for more than 5 years,
representing 80% of the companies surveyed.
Table 2:
Distribution of companies by size
Companies Size |
Total |
% |
up to 20 employees |
2 |
10 |
21-50 employees |
1 |
5 |
51-100 employees |
2 |
10 |
100-200 employees |
0 |
0 |
200-500 employees |
5 |
25 |
501-1000 employees |
3 |
15 |
Over 1000 employees |
7 |
35 |
Total |
20 |
100 |
Table 3:
Distribution of companies by time of certification
Time of ISO 9001 certification |
Total |
% |
certified under 1 year |
0 |
0 |
1 to 2 years certified |
0 |
0 |
2 to 3 years certified |
3 |
15 |
3 to 5 years certified |
1 |
5 |
over 5 years certified |
16 |
80 |
Total |
20 |
100 |
The
external validation of the questionnaire is ensured by the respondents’
reliability. It is known that the respondents of the questionnaire are all
supervisors or employees in the area of quality management in their
companies.
According
to the questionnaire data, 71.42% of the respondents are supervisors, while
21.58% are employees of Quality Management (Table 4).
Table: 4
Respondents Profile
Position |
% |
Supervisor |
71,42 |
Employees of Quality Management |
21,58 |
Total |
100 |
Therefore,
it can be seen that despite the survey responses be based on the opinion of the
respondents, they are reliable, since the respondents had always been involved
with the Quality Management System.
In
this work, there are 55 questions (X), identified as correlated, besides the
existence of more predictors than observations (55 variables issues X against 4
Yi: reasons, benefits, obstacles and difficulty level). It was performed a
correlation analysis between the number of employees and the time to get certified,
transforming the discrete data into continuous, finding a P-value 0.226, and to
accept this correlation it is statistically required a P-value lower than or
equal to 0.05, so there is no correlation.
4.1.
Analysis of correlation between number of employees and
certification time for certification reasons.
Analysis
of variance was performed for the correlation between company size in terms of
number of employees and the time of certification having as variable the
reasons that led the companies to search certification. By the P-Value found
(0.069 - number of employees, and 0.239 - time to get certified) and both being
greater than 0.05 there is no statistical significance for the correlation
number of employees and time to get certified with the reasons for
certification. Thus, a number of key components that would be required to
obtain a representative sample were selected.
The
stability occurs with 7 major components which represents approximately 91.36%
of the analysis of variance sample. For the 7 components the P-value lower than
0.05 only occurs to number of employees (P-value = 0.028). Thus there is a
correlation between number of employees and the reasons for certification and
there is no correlation between the time to get certified and the reasons for
certification (P-value = 0.074). The residual Analysis is shown in Figure 1 and
the residues show normality.
Figure 1: Normality
analysis of residues by PLS.
Figure
2 identifies the variables of greater or lesser importance to achieve the
result "Reasons for certification" correlating with the number of
employees.
Figure 2: Identification of variables of
greater and lesser importance for obtaining the result.
It is
observed in Figure 2 that the variables most likely to contribute to the
reasons for certification in companies with the largest number of employees
are: variable 1, which assesses customers' requirements and expectations;
variable 5, which assesses the potential of export market access; variable 10,
which assesses the culture of the organization and discipline; variable 12,
which assesses the fact of meeting the laws needed for marketing.
Still
considering Figure 2, the variables most likely to contribute to the reasons
for certification in companies with fewer employees are: variable 3, which
assesses the company's competitive advantage; variable 8, which assesses the
improvement of product quality; variable 9, which assesses the improvement in
quality management.
Considering
the variables, regardless of the number of employees, we have: variable 2,
which assesses the competitive pressure of competitors; variable 4, which
assesses the aid for export; variable 6,
which assesses the approach of consultants; variable 7, which assesses the
Government purchasing policy; variable 11, which assesses government funding.
In
the review by Rusjan and Alic (2010), it was determined that companies seeking
to implement a quality management system having internal reasons, get a better
impact in increasing the companies competitiveness and administrative capacity.
However, having external reasons, companies have less impact on business
performance. However, it is possible to observe that for sugar and ethanol
companies, both external and internal pressures are variables that contribute
as reasons for certification.
4.2.
Analysis of correlation between number of employees and
certification time with obstacles
Analysis
of variance was performed for the correlation between company size in terms of
number of employees and certification time having as variable the obstacles
that led the companies to search certification. By the P-Value found (0.074 -
number of employees, and 0.384 - time to get certified) and both being greater
than 0.05 there is no statistical significance for the correlation number of
employees and time to get certified with the obstacles for certification. Thus,
a number of key components that would be required to obtain a representative
sample were selected.
The
stability occurs with 8 major components which represents approximately 90.4%
of the analysis of variance sample. For the eight major components the P-value
lower than 0.05 only occurs to number of employees (P-value = 0.022), so there
is correlation between number of employees and the obstacles to certification.
And there is no correlation between the time to get certified and the reasons
for certification (P-Value = 0.169). The residual analysis is presented in
Figure 3 and shows the normality of the residuals.
Figure 3: Normality
analysis of residues by PLS.
Due to the normality of the
data, the variables of greater or lesser importance to achieve the result
"Obstacles to certification" can be identified, correlating with the
number of employees (Figure 4).
Figure 4: Identification of variables of
greater and lesser importance for obtaining the result.
It is observed in Figure 4, for companies with
fewer employees, the variables that most influence as obstacles are: variable
1, lack of commitment of the board of directors (TALIB; RAHMAN; QURESHI, 2011);
variable 4, high cost of preparation; variable 6, development of documentation
and records. However, for companies with more employees, the variables that
most influence are: variable 2, restriction of resources; variable 3,
instrument calibration; variable 5, employees’ resistance; variable 8,
implementing the procedures defined. And as variables, regardless the number of
employees, we have: variable 7, documenting the approval of processes; variable
9, misinterpretation of the standard; variable 10, training required; variable
11, not understanding the benefits of certification; variable 12,
underestimating the efforts needed to develop the culture of registering.
In Saizarbitoria, Casadesús and Marimón (2011), it
was identified as the main obstacles for companies: the difficulty posed by the
bureaucratic demands, Motivation and involvement of the managers, Lack of
adequately trained human resources and Resistance to change.
4.3.
Analysis of correlation between number of employees and
certification time with benefits
Analysis of variance was
performed for the correlation between company size in terms of number of
employees and certification time having as variable the benefits that led the
companies to search certification. By P-Value found (0.044 - number of
employees, and 0.239 - time to get certified) being that only the time for
certification is greater than 0.05, indicating that there is no statistical
significance for the correlation between time to achieve certification with
obstacles to certification. Thus, a number of key components that would be
required to obtain a representative sample were selected.
The stability occurs with 8
major components which represents approximately 97.48% of the analysis of
variance sample.
For the eight major
components the P-value lower than 0.05 only occurs to number of employees
(P-value = 0.041), so there is correlation between number of employees and the
benefits for certification. And there is no correlation between the time to get
certified and the benefits for certification (P-Value = 0.169). The residual
analysis is presented in Figure 5 and shows the normality of the residuals.
Figure 5: Normality
analysis of residues by PLS.
Due to the normality of the
data, the variables of greater or lesser importance to achieve the result
"Benefits for certification" can be identified, correlating with the
number of employees (Figure 6).
Figure 6: Identification of variables of
greater and lesser importance for obtaining the result.
It is observed in figure 6,
for companies with fewer employees, the variables that most influence as
benefits are: variable 2, customer satisfaction; variable 4, advertising /
marketing; variable 6, better standardization through documentation and record;
variable 10, consistency between the organizations with regard to quality.
However, for companies with more employees, the variables that most influence
as benefits are: variable 7, improved customer service; variable 9, disciplined
and organized work environment. And as neutral variables, i.e. regardless the
number of employees, we have: variable 1, staying in business; variable 3,
better market share; variable 5, improved customer confidence.
In Rusjan and Alic (2010), it was identified as the main
benefits for companies to increase efficiency and business performance, divided
into groups as: consumer benefits; benefits in the process; benefits in
development; financial benefits. In this research on sugar and ethanol
companies, all these groups of benefits were identified, and in companies with
larger number of employees all four groups were important, however in companies
with fewer employees the most significant groups were in relation to the
benefits to consumers and the benefits in development..
4.4.
Analysis of correlation between number of employees and
certification time with level of difficulty.
Analysis
of variance was performed for the correlation between company size in terms of
number of employees and certification time having as variable the benefits that
led the companies to search certification. By the P-Values found (0.119 - number of employees, and 0.288 - time to
get certified) being that both P-Values are greater than 0.05, indicating that
there is no statistical significance for the correlation between time to
achieve certification and the number of employees with the obstacles for
certification. Thus, a number of key components that would be required to
obtain a representative sample were selected.
The
stability occurs with eight major components, which represents approximately
97.48% of the analysis of variance sample.
For
the nine major components the P-value below 0.05 does not occur for both number
of employees (P-value = 0.094) and for time to obtain certification (P-value =
0.203), thus there is no correlation between numbers of employees and the time
to get certified with the degree of difficulty.
5. CONCLUSION
Returning
to the starting point of this paper, the objectives have been only partially
resolved based on the survey. One can infer from the data that sugar and
ethanol companies certified by ISO 9001 tend to have as more significant
variables, related to the number of employees of the company, the reasons
adopted for certification, the benefits of certification and the difficulties
encountered. However, when considering the time to obtain certification, there
was no correlation with the variables. This demonstrates that the challenges
faced by companies is the same regardless of size and purpose, however it
reveals that the certification promotes a great evolution in the company,
making it more organized and prepared to meet the expectations of its
customers.
The
increased need to seek better quality in their products, the intensification of
customers’ demands, the organizational improvement and the increasingly
frequent unification of global markets has led many companies from different
sectors to seek a quality management system (QMS), in order to equate to its
competitors in the market, thus gaining more space and competitiveness.
However, in the sugar and ethanol companies surveyed, the factors of greater
motivation to seek ISO 9001 certification are related to better interaction
with the customers having in mind their expectations, the search for larger
markets mainly of export, legal requirements, demonstrating that companies are
interested in a constant evolution.
The
release of the first review of ISO 9001 in 1987, about twenty-four years ago,
demonstrates that this globally accepted system is relatively new and is
constantly reviewed and improved, yet its implementation is relatively
expensive and requires a great effort of companies which has become a major
obstacle for them, event observed in this study.
With
the constant evolution of the ISO 9001 system and the greater intensification
in the search for quality management systems by companies, along with the
increase of professionals involved in the area, the emergence of new variables
either for reasons, obstacles or benefits becomes a possible reality. This
possible reality can require a new understanding of ISO 9001 and its
implementation, fact that would be interesting to be investigated in future
studies.
ACKNOWLEDGMENTS
The authors would like to thank the CAPES Foundation,
(Process PE024/2008), the FAPEMIG Foundation (Processes: TEC-PPM-00520/13 and
TEC-PPM-00058-13) and the CNPq (Processes: 249160/2013-7, 310660/2012-2,
401082/2014-8 and 478509/2012-0), that without their support, this work would
be impossible. In addition, the authors thank the interviewees, by their
information, patience and devoted time for this work.
REFERENCES
ALONSO-ALMEIDA,
M. M.; MARIMON, F.; BERNARDO, M. (2013). Diffusion of
quality standards in the hospitality sector. International Journal of Operations & Production Management, v.
33, n. 5, p. 504-527
AGGELOGIANNOPOULOS,
D.; DROSINOS, E. H.; ATHANASOPOULOS, P. (2007). “Implementation
of a quality management system (QMS) according to the ISO 9000 family in a
Greek small-sized winery: A case study.” Food
Control v. 18, n.9, p.1077–1085.
ALOLAYYAN, M. N. F.; ALI, K. A. M.; IDRIS, F.;
IBREHEM, A. S. (2011). “Advance mathematical model to study and analyse the effects
of total quality management (TQM) and operational flexibility on hospital
performance.” Total Quality
Management & Business Excellence, v. 22, n. 12, p.1371-1393.
ANDRADA, L.
R.; ALMEIDA, M. D. M. A.; ANTÓN, J. M. R. (2011). “Motivations and
impacts in the firm and stakeholders of quality certification: Evidence from
small- and medium-sized service enterprises.” Total Quality Management & Business Excellence, Vol. 22, No. 8,
pp. 833-852.
BHUIYAN, N.; ALAM, N. (2004) ISO 9001:2000
Implementation – The North American Experience. Intenational Journal of Productivity and Performance Management, v.
53, p. 10-17.
BRASIL. Ministério
da Agricultura: Cana-de-açúcar. Disponível em: <www.agricultura.gov.br> Acesso em 18 de janeiro de 2011.
DEBNATH, N.; UZAL, R.; MONTEJANO, G; RIESCO, D. (2010)
Web application to improve police management performance. Seventh International
Conference on Information Technology.
FINK, A.;
KOSECOFF, J. (1998) How to conduct
surveys – a step-by-step guide. 2ª. ed. Thousand Oaks, California, Sage
Publications.
FORZA, C. (2002)
Survey research in operations management: a process-based perspective. International Journal of Operations &
Production Management, v. 22, n. 2,
p.152-194.
GIUFFRE, M. Designing research survey design part one.
(1997a) Journal of PeriAnesthesia
Nursing, v. 12, n. 4, p. 275-280.
GIUFFRE, M. Designing research survey design part two.
(1997b.) Journal of PeriAnesthesia
Nursing, v. 12, n. 5, p. 358-362.
HAIR Jr, J. F.; ANDERSON, R. E.; TATHAM, R. L.; BLACK,
W. C. (2005.) Análise Multivariada de
Dados. 5ª ed. Porto Alegre. Bookman.
HELLAND, I.S. (1988) On the Structure of Partial Least
Squares Regression. Commun. Statist –
Simula, v. 17, n. 2, p. 581.
HERAS, I.; IRADI, J.; CILLERUELO, E. (2008) ISO 9001
and residential homes for the elderly: a Delphi study. Managing Service Quality, v. 18, n. 3, p. 272-288.
ISO
GENEVA, 2000(b). International standard ISO 9001:2000 quality management
systems—fundamentals and vocabulary in KIM, D. A
Framework of Intellectual Capital Management Based on ISO 9001 Quality
Management System: The Case Study of ISO 9001 Certified Public R&D
Institute. Knowledge and Process Management. v.16, n. 4, p. 162-173, 2009.
KARAPETROVIC,
S.; WILLBORN, W. (2001) ISO 9000 quality management standards and financial
investment services. The Service
Industries Journal, v. 21, n. 2, p. 117-136.
KIM, J.;
MUELLER, C.W. (1978) Introduction to Factor Analysis: What It is and
How to Do It. Sage Publications,
London.
LEVINE, D. I.; TOFFEL, M. W. (2010) Quality
Management and Job Quality: How the ISO 9001 Standard for Quality Management
Systems Affects Employees and Employers. Management Science, v. 56, n. 6, p. 978-996.
LEUNG, H.K.N.; CHAN, K.C.C.; LEE, T.Y.
(1999) Costs and benefits of ISO 9000 series: a practical study.
Internacional Journal of Quality &
Reliability Management, v. 16, n. 7, p. 675-690.
MAGD, H.; CURRY,
A. (2003) An empirical analysis of management attitudes towards ISO 9001:2000
in Egypt. The TQM Magazine, v. 15, n. 6,
p. 381-390.
MALHOTRA, N. K. (2006) Pesquisa de Marketing: uma
orientação aplicada. 4ª ed. Porto Alegre. Bookman. p.
720.
MELHADO, S. B.; OHASHI, E. A. M. (2004) A importância dos indicadores de desempenho
nas empresas construtoras e incorporadoras com certificação ISO 9001:2000.
Encontro Nacional de Tecnologia do Ambiente Construído. Anais. São Paulo.
NUNNALY, J. C.; BERNSTEIN, I. H. Psychometric theory. 3ª ed. New
York. McGraw-Hill. 1994.
PINTO, S. H. B.; CARVALHO, M. M.; HO, L. L. (2006)
Implementação de Programas de Qualidade: Um Survey em Empresas de Grande Porte
no Brasil. Gestão e Produção, v. 13,
n. 2, p. 191-203, mai-ago.
RAUBER, J. S.;
BORGES, M. A. V.; MANUEL JR., M. L.; PACHECO, D. A. J. (2014) A critical
analysis of quality management Implementation in a small brazilian company. Independent Journal of Management &
Production, v. 5, n. 2, p. 398 – 416.
RODRIGUES, A.
G.; SARAIVA, P.; SAMPAIO, P. (2011) ISO 9001 certification forecasting models, International Journal of Quality &
Reliability Management, v. 28, n. 1, p. 5-26.
RUSJAN, B.;
ALIC, M. (2010) Capitalising on ISO 9001 benefits for strategic results.
International Jounal of Quality &
Reliability Management, v. 27, n. 7, p. 756-778.
SAIZARBITORIA, I. H.; CASADESÚS, M.; MARIMÓN, F. (2011)
“The impact of ISO 9001 standard and the EFQM model: The view of the
assessors.” Total Quality Management
& Business Excellence, v. 22, n. 2, p. 197-218
SALGADO, E. G.; SILVA, C. E. S.; MELLO, C. H. P.;
SILVA, E. R. S. (2014). Difficulties encountered in ISO 9001:2008
implementation projects in incubated technology-based companies. International Journal for Quality Research,
v. 8, n. 3, p. 357-369.
SAMPAIO, P.;
SARAIVA, P.; RODRIGUES, A. G. (2009). ISO 9001 certification research:
questions, answers and approaches. International
Journal of Quality & Reliability Management. v. 26, n.1, p. 38-58.
SAMPAIO, P.;
SARAIVA, P.; RODRIGUES, A. G. (2011). ISO 9001 certification forecasting
models, International Journal of Quality
& Reliability Management, v. 28, n.1, p. 5-26.
SCOPINHO, R. A. (2000) Qualidade Total,
Saúde e Trabalho: Uma Análise em Empresas Sucroalcooleiras Paulistas. RAC, v. 4, n. 1, p. 93-112.
SENA, M. M.; POPPI, R.J. (2004) N-way PLS applied to
simultaneous spectrophotometric determination of acetylsalicylic acid,
paracetamol and caffeine. Journal of Pharmaceutical and Biomedical
Analysis, v. 34, n. 27,
p. 27-34.
SILVA, A. N. (2009) Modelagem do Planejamento Agregado da Produção de uma Usina
Sucroalcooleira. Dissertação de Mestrado. Universidade Federal de Itajubá
(UNIFEI). Itajubá-MG.
SOARES, S. S. S.; PAULILLO, L. F. O.
(2008). Governança Corporativa em empresas sucroalcooleira e de biodiesel: o
novo mercado enquanto estratégia de capitalização. Informações Econômicas. São Paulo. v. 38, n. 3, p. 37-46.
SOUZA JUNIOR, C. A. ; SALGADO, E. G.;
NEVES, F. O.; ALVARENGA, A. D. (2014). Priorização de práticas de TQM na
indústria farmacêutica. Espacios, v.
35, p. 7.
TALIB,
F.; RAHMAN, Z.; QURESHI, M.N. (2011). Prioritising
the practices of total quality management: An analytic hierarchy process
analysis for the service industries. Total
Quality Management & Business Excellence, v. 22, n. 12, p. 1331–1351
YACOUB, F.; MACGREGOR, J. F. (2003) Analysis and
optimization of a polyurethane reaction injection molding (RIM) process using
multivariate projection methods. Chemometrics
and Intelligent Laboratory Systems. v. 65, n. 1, p. 17-33.