Lies, damned lies and quality management systems: a pilot case study

An externally accredited ISO 9001 Quality Management System is a prerequisite for tendering for many public-sector projects, leaving Small to Medium Enterprises little choice but to implement such a system. A link between the motivation behind implementation of a Quality Management System and its effectiveness has been found through quantitative analysis of survey results in recent studies. However, existing studies have failed to examine the mechanisms behind this link. This paper aims to address this gap in knowledge, through a case study investigation of a mid-sized Mechanical Electrical and Plumbing Contractor. Five interviews with key individuals are undertaken and analysed using qualitative analysis software. The company's Quality Management System documents are used for comparison with actuality. The findings indicate that, although they take pride in the quality of their work most interviewees perceive a disconnect between the Quality Management System and the delivery of quality 'on the ground'. The system is perceived as a paperwork exercise, required mainly to maintain accreditation; hence 'stretching the truth', backdating documents and deception in ISO 9001 procedures are commonplace. The desire to hold ISO 9001 accreditation for the 'certificate on the wall' creates a culture which undermines its implementation.