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Why organizations do not use the information obtained during auditing for improvement – identifying the reasons

100%

Ligarski M.

tom z. 194

245--258

Purpose: The aim of the article is to examine the reasons why organizations do not use the information obtained in the audit process. Design/methodology/approach: For the realization of the work we used the results of our own research of organizations that have certified quality management systems for compliance with the requirements of ISO 9001. The information obtained relates to organizations operating in the territory of Poland. Findings: Organizations conducting quality management system audits acquire a variety of information that should be used for management purposes. Some organizations have serious problems with acquiring data and processing it, and using the information for decision-making and improvement-oriented activities. The paper identifies 10 potential reasons why organizations do not use information from the audit process. A comparison was made between the causes found in internal and external audits. An analysis of each of the identified causes was carried out, paying attention to their origins. Attention was paid to the connections between the causes. Directions for eliminating problems were indicated. Practical implications: The results obtained have practical application. Organizations with an awareness of the causes of problems are able to take, both corrective action and preventive action. In the first case, it is about taking corrective actions to existing problems. In the second case, it is about preventive actions, which should prevent a problem from arising. Social implications: The results obtained have social implications. They draw attention to the need to build a pro-quality and improvement-oriented awareness. Originality/value: The article for the first time identifies the causes of problems arising in organizations in the context of the use of audit information. Attention is paid to the mechanism of disorders and ways to eliminate them are indicated. The article is especially recommended to the top management of organizations that conduct system audits.

Supply chain quality management of automotive components

51%

Kawalla C. , Ligarski M. , Höck M.

tom z. 133

69--83

Inferior automotive component quality might be caused by diverse sources in the supply chain network. To compete in a highly dynamic environment, a supply chain quality management integrating quality issues of the internal and external supply chain is needed. In this paper, a supply chain quality management model for automotive components was developed on the basis of further development of ISO 9001:2015. This way, the quality within the value chain can be managed. To evolve the model, the novel concept of supply chain quality management and its dimensions were reviewed in the literature. Drawing upon the results, intersections concerning common processes of both approaches, quality management and supply chain management, were identified using ISO 9001:2015 and the SCOR model. Based on the findings, a supply chain quality management model for automotive components was developed and will be introduced. The results reflect implications for the management of supply chain quality to be implemented by companies.