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- Mapping Occupational Health and Safety Management Systems in Portugal: outlook for ISO 45001:2018 adoptionPublication . Morgado, Luisa; Silva, Francisco; Fonseca, LuísOccupational Health and Safety (OHS) is a set of activities to prevent injuries and health problems to workers and to provide safe and healthy workplaces (ISO 14001:2015). According to the International Labor Organization (ILO), more than 2.3 million people lose their lives each year in their professional activities and more than 300 million work-related accidents occur. The impact on companies is significant and most of these accidents could have been avoided. Thus, it is necessary that they address health and safety at work in a systematic and integrated way. Given the relevance of ISO International Standards, the International Organization for Standardization (ISO) has created a Project Committee consisting of a team of specialists in OHS to develop ISO 45001 - Occupational Health and Safety management systems - requirements, which was published in 2018. Among the benefits that ISO envisage will come from the implementation of ISO 45001:2018, some issues assume higher importance, such as increased productivity, reduction of costs of stoppages and losses of production, reduction of costs with insurance and lost work days, improvement of the quality of products or services, among others. This work aims to characterize the Portuguese reality, regarding the relevance given to OHS, independently of the sector of activity or size of the companies. Approximately 500 companies (certified and uncertified) were invited to participate through an online survey, with open and closed questions. After processing the data from the 94 valid responses, it was possible to conclude that 98% of these companies are aware of the benefits that OHSMS provides or could provide. Also, 75% of them comply with ISO 45001 requirements, namely concerning the establishment and monitoring of measurable annual targets for OHS, the implementation of the risk prevention program and internal audits to evaluate OHS concerns.
- B Corp versus ISO 9001 and 14001 certifications: Aligned, or alternative paths, towards sustainable development?Publication . Fonseca, Luís; Silva, Vitor; Sá, José Carlos; Lima, Vanda; Santos, Gilberto; Silva, RuiCorporate social responsibility (CSR) emerged to deliver sustainable economic, environmental, and social value to organization's extended stakeholders and society in general. This study investigates the similarities, differences, and relationships between B Corp, ISO 9001, and ISO 14001 certifications and is supported by a mixed research methodology and a sample of 701 B Corp companies certified between January 2020 and March 2021. The results indicate that ISO 14001 and ISO 9001 certified B Corp companies have statistically higher scores for the Environment dimension but are inconclusive, or even contradictory, for the other BIA (B Impact Assessment) dimensions. Differences in size, activity sector and geographical location are discussed. It is shown that both B Corp, ISO 9001 and 14001 certified companies, guided by different missions and business models, contribute, at different levels, towards CSR and sustainable development goals.
- 21st century quality: Looking into the “Crystal ball”Publication . Fonseca, Luís Miguel CiravegnaThe discussion of possible scenarios for the future of Quality is on the priority list of major Quality Practitioners Societies. EOQ – European Organization for Quality (EOQ, 2014) main team for its 58th EOQ-Congress held June 2014 in Göteborg was “Managing Challenges in Quality Leadership” and ASQ - American Society for Quality (ASQ, 2015) appointed “the Future of Quality” for Quality Progress Magazine November 2015 issue. In addition, the ISO 9001:2008 revision process carried by ISO/TC 176 aims to assure that ISO 9001:2015 International Standard remains stable for the next 10 years (ISO, 2014) contributing to an increased discussion on the future of quality. The purpose of this research is to review available Quality Management approaches and outline, adding an academic perspective, expected developments for Quality within the 21st Century. This paper follows a qualitative approach, although data from international organizations is used. A literature review has been undertaken on quality management past and potential future trends. Based on these findings a model is proposed for organization quality management development and propositions for the future of quality management are advanced. Firstly, a state of the art of existing Quality Management approaches is presented, for example, like Total Quality Management (TQM) and Quality Gurus, ISO 9000 International Standards Series (with an outline of the expected changes for ISO 9001:2015), Six Sigma and Business Excellence Models.Secondly, building on theoretical and managerial approaches, a two dimensional matrix – Quality Engineering (QE - technical aspects of quality) and Quality Management (QM: soft aspects of quality) - is presented, outlining five proposed characterizations of Quality maturity levels and giving insights for applications and future developments. Literature review highlights that QM and QE may be addressing similar quality issues but their approaches are different in terms of scope breadth and intensity and they ought to complement and reciprocally reinforce one another. The challenges organizations face within the 21st century have stronger uncertainty, complexity, and differentiation. Two main propositions are advanced as relevant for 21st Century Quality: - QM importance for the sustainable success of organizations will increase and they should be aware of the larger ecosystem to be managed for improvement, possibly leading to the emergence of a new Quality paradigm, The Civilizacional Excellence paradigm. - QE should get more attention from QM and the Quality professionals will have to: a) Master and apply in wider contexts and in additional depth the Quality Tools (basic, intermediate and advanced); b) Have the soft skills needed for its success; c) Be results oriented and better understand and demonstrate the relationships between approaches and results These propositions challenge both scholars and practitioners for a sustained and supported discussion on the future of Quality. “All things are ready, if our mind be so.” (Shakespeare, Henry V, circa 1599).
- Lean learning academy: an innovative learning concept in engineering curriculaPublication . Martens, Ignace; Colpaert, Jan; De Boeck, Liesje; Vaz de Carvalho, Carlos; Ávila, Paulo; Lopes, Manuel; Bastos, João; Fonseca, LuísToday, companies are faced with decreasing profit margins due to economic crisis and global competition. At the same time, in many higher educational institutions, students attend rather unattractive courses by sitting and listening to lecturers teaching ex-cathedra. This paper describes how Lean Learning Academy, an innovative training programme on lean manufacturing, can contribute to the competitiveness of companies, to the employability of employees and students, to the motivation of students, and to the attractiveness of engineering curricula. The training programme can be considered as a successful innovative alternative for the traditional way of teaching.
- Responsabilidade Social influencia sucesso sustentável das organizaçõesPublication . Fonseca, LuísAs metodologias usadas para caracterizar e quantificar a Responsabilidade Social das organizações e o seu contributo para o sucesso sustentável das mesmas não reúnem consenso. É por isso difícil obter indicadores económicos, financeiros, de mercado e de responsabilidade social que sejam credíveis. Com este trabalho, realizado no âmbito da tese de doutoramento “Influência da Responsabilidade Social das Organizações para o seu Sucesso Sustentável”, procurou- se investigar se as teorias, os conceitos e as metodologias que fundamentam a Responsabilidade Social das organizações são suportadas pelos seus próprios gestores e se estes consideram que estão a contribuir para o sucesso sustentável das suas organizações e ao mesmo tempo para o desenvolvimento sustentável da sociedade e do planeta. Aqui ficam as principais conclusões.
- ISO 9001:2015: the view from the conformity assessment communityPublication . Fonseca, Luís; Domingues, Pedro; Nóvoa, Henriqueta; Simpson, Paul; Sá, Joana dos GuimarãesThis research evaluates the perceptions from the conformity assessment community regarding the auditability of ISO 9001:2015 and the perception of its ease of use by the audited organisations. The study is supported on a survey promoted by the Strategic, Planning and Operations Task Group (SPOTG) of Subcommittee 2 of ISO TC 176 (TC 176/SC2) aiming at collect insights on using the standard and identify any need for future revisions. As an overall conclusion, in the view of certification bodies’ auditors, programme managers and certification decision-makers, ISO 9001:2015 attained its main objectives. Nevertheless, it is suggested in the forthcoming ISO 9001 review cycle to adopt a more simplified language and to improve the ease of understanding and consistency of interpretations of the ISO 9001:2015 requirements. Additionally, suggestions for making clauses (e.g. 4.1. Understanding the organisation and its context, 6.1 Actions to address risks and opportunities, 7.1.6 Organisational Knowledge, and 4.2 Understanding the needs and expectations of interested parties) easier to apply and improving its auditability have also been identified.
- The EFQM 2020 model. A theoretical and critical reviewPublication . Fonseca, LuísThis research, aims to analyse the EFQM 2020 Model, supported by a literature review and content analysis, to identify its theoretical foundations and the more relevant novelties compared with the 2013 version. The EFQM 2020 Model is based on the link between an organisation’s purpose and strategy, aligned with the United Nations Sustainable Development Goals (SDGs), to simultaneously deliver performance and ensure transformation, creating enduring value for its key stakeholders and achieving remarkable results. The model adopts a strategic management lens and fits well in the Business Model description. The term excellence is no longer explicitly present, replaced by ‘outstanding’ (the best it can be). The model is less prescriptive compared to the 2013 version and comprises seven criteria grouped in three dimensions, Direction (why), Execution (how), and Results (what), supported by 23 Criterion Parts and 2 Results Criterion, plus 112 guidance points, and the RADAR assessment tool. Business Excellence Models are mainly designed with contributions from leaders and business experts. Nevertheless, on a theoretical level, several management theories support the EFQM 2020 Model. Although restricted to conceptual and theoretical analysis, this analysis can help academics and business leaders understand this novel model and support future empirical research.
- Buildings Sustainability: The HVAC ContributionPublication . Felgueiras, Carlos; Santos, Rute; Fonseca, Luís Miguel; Caetano, Nídia SáA very important part of the globally produced energy is consumed in buildings, being an important share frequently used in the HVAC systems. These ones are increasing both in performance and in complexity, taking advantage from the use of the recent advances in mechanical and power electronic devices, particularly in the speed variation field. However the improved efficiency only occurs while the HVAC unit is working in the conditions specified by the manufacturer, otherwise the energy consumption raises to values considerably higher than the nominal ones. The adequate maintenance enforces the system to run on its nominal performance and the contrary has undesirable impact both in the performance and in the system expected life time. Therefore, HVAC field maintenance assumes a very important role in the global building sustainability concept. This work presents some results of an incorrect use of HVAC and the associated electric energy overconsumption that can assume values 50% higher than those that occur when the installation is operated according to the adequate maintenance plan.
- ISO 9001 Certification Benefits: A Principal Component AnalysisPublication . Fonseca, Luís; Cardoso, Maria Cristiana; Pereira, Maria Teresa Ribeiro; Ávila, PauloThis research addresses the benefits of ISO 9001 to understand the reasons behind its worldwide adoption. By applying principal component analysis to the results of a survey encompassing 526 valid responses (24.4% response rate), a more business-oriented scale than the traditional internal/external type of motivation with three main categories of benefits is proposed: operational improvement benefit (regarded as the most relevant), profitability and, market. The internal benefits related to the operational improvement are the benefits most felt by organizations, highlighting the contribution of ISO 9001 to improve learning processes and knowledge generation. Concerning the organization size, medium sized organizations attribute greater importance to the market and competitiveness. However, there are no statistical differences in the reporting of benefits felt in operational improvement and profitability. In relation to the year of certification, organizations certified before the year 2000 report higher market benefits when compared to those certified later. The investigation of ISO 9001 within Industry 4.0 and digital processes are suggested for future research.
- Reliable and Flexible Quality Management Systems in the Automotive Industry: Monitor the Context and Change EffectivelyPublication . Fonseca, Luís Miguel; Domingues, José PedroSuppliers have an increasing role in the automotive industry and Quality Management Standards (QMS) are key requirements to ensure a competent supplier network, with properly selected and qualified suppliers. By surveying IRCA registered auditors concerning ISO 9001:2015 certified organizations, this research highlights the need for the automotive industry OEM and Suppliers to properly monitor the organizational (internal and external) context and identify the key issues that affect the ability of their QMS to deliver quality products, and to plan, design, implement and control change in an effective and timely manner, within the whole supply chain.