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Prof. Dr. Luis Fonseca
Professor of Industrial Management, Quality and Organizational Excellence, and Sustainability at ISEP, Porto School of Engineering. Rua António Bernardino de Almeida 431, 4200-072 Porto, Portugal

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0 Social Responsibility
0 Sustainability
0 Quality and organizational excellence
0 Business and industrial management
0 System certification

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Review
Published: 22 April 2021 in Total Quality Management & Business Excellence
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This 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.

ACS Style

Luis Fonseca. The EFQM 2020 model. A theoretical and critical review. Total Quality Management & Business Excellence 2021, 1 -28.

AMA Style

Luis Fonseca. The EFQM 2020 model. A theoretical and critical review. Total Quality Management & Business Excellence. 2021; ():1-28.

Chicago/Turabian Style

Luis Fonseca. 2021. "The EFQM 2020 model. A theoretical and critical review." Total Quality Management & Business Excellence , no. : 1-28.

Journal article
Published: 12 March 2021 in Sustainability
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The European Foundation for Quality Management (EFQM) 2020 model is a comprehensive and updated business model that encompasses sustainability and shares features with Industry 4.0, emphasizing transformation and improved organizational performance, yet with different theoretical and practical foundations. This research highlights the EFQM 2020 model’s novelties and its relationships/implications with the Industry 4.0 paradigm, contributing to the Quality 4.0 body of knowledge. Several linkages between the EFQM 2020 model and Industry 4.0 have been identified, namely, at the criteria level and guidance points, which can support successful digital transformation by combining quality and excellence with Industry 4.0. However, given the model’s generic and non-prescriptive nature, there is no specific reference to the nine Industry 4.0 pillars. Additionally, the links between direction and organizational culture and leadership criteria and driving performance and transformation are not evident, which might be a concern for business and technology transformation strategies. Managing knowledge, skills, and capabilities is critical for the successful adoption of Industry 4.0. The EFQM model adds a strategic and technologically unbiased perspective to Industry 4.0, providing an integrated business excellence framework for Quality 4.0. With empirical support of the model application, future research is recommended to develop this subject further.

ACS Style

Luis Fonseca; António Amaral; José Oliveira. Quality 4.0: The EFQM 2020 Model and Industry 4.0 Relationships and Implications. Sustainability 2021, 13, 3107 .

AMA Style

Luis Fonseca, António Amaral, José Oliveira. Quality 4.0: The EFQM 2020 Model and Industry 4.0 Relationships and Implications. Sustainability. 2021; 13 (6):3107.

Chicago/Turabian Style

Luis Fonseca; António Amaral; José Oliveira. 2021. "Quality 4.0: The EFQM 2020 Model and Industry 4.0 Relationships and Implications." Sustainability 13, no. 6: 3107.

Journal article
Published: 05 February 2021 in Journal of Industrial Engineering and Management
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Purpose: The study purpose was to analyse the excellence and operational efficiency of Portuguese industrial companies through the measurement of lean practices implementation. Additionally, it intended to propose a new model to assess the lean production system.Design/methodology/approach: The research presents an in-depth lean literature review that served as a basis for the creation of a questionnaire. The survey was addressed to Portuguese industrial companies to obtain data about their lean implementation success. Collected data were analysed, resorting descriptive and exploratory statistics. A principal component analysis was applied to reduce the amount of data and define a new model that characterizes the lean practices adoption level. Some Chi-square tests were used to assess the independence of some variables.Findings: The results indicate that a significant percentage of organizations use lean practices within their activity. Concerning the lean implementation maturity, a plus side revealed by the study concerns the adoption of the teamwork, internal information shared principles, increase of process capability to produce conforming products, and reduction in set up times. On the other hand, responsibilities decentralization, more employees acting as team leaders, implementation of employees’ suggestions, and interconnection with suppliers, are some of the principles that need to be given greater attention by the Portuguese industrial organizations. The key contribution consists of a new model for lean determinants based on three dimensions: work method, productive process elements, and work efficiency.Originality/value: The present research provides a new Lean determinants model that allows understanding the importance of the operational efficiency provided by a mature lean production system, being the key to the competitiveness in the global business market.

ACS Style

Diogo Martins; Luís Fonseca; Paulo Ávila; João Bastos. Lean practices adoption in the Portuguese industry. Journal of Industrial Engineering and Management 2021, 14, 345 -359.

AMA Style

Diogo Martins, Luís Fonseca, Paulo Ávila, João Bastos. Lean practices adoption in the Portuguese industry. Journal of Industrial Engineering and Management. 2021; 14 (2):345-359.

Chicago/Turabian Style

Diogo Martins; Luís Fonseca; Paulo Ávila; João Bastos. 2021. "Lean practices adoption in the Portuguese industry." Journal of Industrial Engineering and Management 14, no. 2: 345-359.

Journal article
Published: 19 November 2020 in Procedia Manufacturing
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The automotive industry faces major megatrends such as climate change and emissions control, digital transformation, and increased customer power, resulting in more intensive competition, and higher sophisticated vehicles. The application of QFD (Quality Function Deployment) can be particularly valuable to link customer expectations with the technical characteristics of the product. In the case of products, such as batteries for electric vehicles, where technology is not yet mature, and the technical requirements (e.g., autonomy) are continuously more demanding, this is particularly relevant. The QFD customer-oriented product development technique is applied to a cover of a battery pack, to improve the negotiation process with the car manufacturer, the automotive industry battery components supplier company and its suppliers, to ensure market success once the product is released. The application of the HoQ revealed that Product Design and Tolerancing are the main technical requirements with the most impact over the battery cover development, followed the Leakage ratio. This research confirms that the voice of the customer could be quite generic, and it is critical that these requirements are translated into engineering requirements, which, in turn, can be translated into items that can be measured quantitatively and actionable within the company. The application of the affinity diagram was found to be quite valuable to address the significant amount of subjective information, and it is also relevant that OEMs have a desire to standardize the electric vehicle platforms at least on fewer and general sizes, hinting the need for more collaborative team approaches.

ACS Style

L. Fonseca; J. Fernandes; C. Delgado. QFD as a tool to improve negotiation process, product quality, and market success, in an automotive industry battery components supplier. Procedia Manufacturing 2020, 51, 1403 -1409.

AMA Style

L. Fonseca, J. Fernandes, C. Delgado. QFD as a tool to improve negotiation process, product quality, and market success, in an automotive industry battery components supplier. Procedia Manufacturing. 2020; 51 ():1403-1409.

Chicago/Turabian Style

L. Fonseca; J. Fernandes; C. Delgado. 2020. "QFD as a tool to improve negotiation process, product quality, and market success, in an automotive industry battery components supplier." Procedia Manufacturing 51, no. : 1403-1409.

Journal article
Published: 12 October 2020 in Total Quality Management & Business Excellence
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ACS Style

José Carlos Sá; Sílvia Vaz; Orlancina Carvalho; Vanda Lima; Luísa Morgado; Luis Fonseca; Manuel Doiro; Gilberto Santos. A model of integration ISO 9001 with Lean six sigma and main benefits achieved. Total Quality Management & Business Excellence 2020, 1 -25.

AMA Style

José Carlos Sá, Sílvia Vaz, Orlancina Carvalho, Vanda Lima, Luísa Morgado, Luis Fonseca, Manuel Doiro, Gilberto Santos. A model of integration ISO 9001 with Lean six sigma and main benefits achieved. Total Quality Management & Business Excellence. 2020; ():1-25.

Chicago/Turabian Style

José Carlos Sá; Sílvia Vaz; Orlancina Carvalho; Vanda Lima; Luísa Morgado; Luis Fonseca; Manuel Doiro; Gilberto Santos. 2020. "A model of integration ISO 9001 with Lean six sigma and main benefits achieved." Total Quality Management & Business Excellence , no. : 1-25.

Journal article
Published: 20 April 2020 in Sustainability
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Sustainable development addresses humanity’s aspiration for a better life while observing the limitations imposed by nature. In 2015, the United Nations General Assembly approved the 17 Sustainable Development Goals (SDGs) with the aim to foster the organizational operationalization and integration of sustainability and, therefore, to address the current and forthcoming stakeholder needs and ensure a better and sustainable future for all, balancing the economic, social, and environmental development. However, it is not entirely clear which are the mutual relationships among the 17 SDGs and this study aims to tackle this research gap. The results of the correlation confirm that Poverty elimination (SDG1) and Good health and well-being (SDG3) have synergetic relationships with most of the other goals. SDG7 (Affordable and clean energy) has significant relationships with other SDGs (e.g., SDG1 (No poverty), SDG2 (Zero hunger), SDG3 (Good health and well-being), SDG8 (Decent work and economic growth), SDG13 (Climate action)). However, there is a moderate negative correlation with SDG12 (Responsible consumption and production), which emphasizes the need to improve energy efficiency, increase the share of clean and renewable energies and improve sustainable consumption patterns worldwide. There is also confirmation that SDG12 (Responsible consumption and production) is the goal strongly associated with trade-offs. To sum up, this research suggests that change towards achieving the Sustainable Development Goals offers many opportunities for reinforcing rather than inhibiting itself. However, some SDGs show no significant correlation with other SDGs (e.g., SDG13 (Climate action) and SDG17 (Partnerships for the goals), which highlights the need for future research.

ACS Style

Luis Miguel Fonseca; José Pedro Domingues; Alina Mihaela Dima. Mapping the Sustainable Development Goals Relationships. Sustainability 2020, 12, 3359 .

AMA Style

Luis Miguel Fonseca, José Pedro Domingues, Alina Mihaela Dima. Mapping the Sustainable Development Goals Relationships. Sustainability. 2020; 12 (8):3359.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Domingues; Alina Mihaela Dima. 2020. "Mapping the Sustainable Development Goals Relationships." Sustainability 12, no. 8: 3359.

Article
Published: 18 October 2019 in Sustainability
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Organizations can play a significant role in the advancement of Sustainable Development,and companies with Quality, Environmental, and Occupational Health and Safety (QEOHS)-certified management systems address the three Sustainability Dimensions (economic,environmental, and social). This research aims to map the present level of engagement of thosecompanies in contributing and reporting to the 17 Sustainable Development Goals (SDG) of theUnited Nations (UN) 2030 Agenda. By publicly disclosing their sustainability reports on theirinstitutional websites, they can, therefore, support this agenda implementation. The content of thecompany reports that were available by 31 December 2017 in the institutional websites, from a totalof 235 Portuguese organizations with QEOHS-certified management systems was analyzed. Theresults show a moderate reporting of SDGs by those companies, with the top five being SDG 12—Responsible consumption and production (23.8%); SDG 13—Climate action (22.1%); SDG 09—Industry, innovation, and infrastructure (21.3%); SDG 08—Decent work and economic growth(20.0%); and SDG 17—Partnerships for the goals (19.6%). The results of the statistical tests indicatethat the communication of SDGs is more prominent in organizations (QEOHS) with the followingcharacteristics: have a high business volume, are members of the United Nations Global CompactNetwork Portugal, and disclose their sustainability reports on their website. This study can be usefulfor both managers and decision makers who aim to support organizations in contributing to theSustainable Development Goals and achieving a better and sustainable future for all.

ACS Style

Luis Fonseca; Filipe Carvalho. The Reporting of SDGs by Quality, Environmental, and Occupational Health and Safety-Certified Organizations. Sustainability 2019, 11, 5797 .

AMA Style

Luis Fonseca, Filipe Carvalho. The Reporting of SDGs by Quality, Environmental, and Occupational Health and Safety-Certified Organizations. Sustainability. 2019; 11 (20):5797.

Chicago/Turabian Style

Luis Fonseca; Filipe Carvalho. 2019. "The Reporting of SDGs by Quality, Environmental, and Occupational Health and Safety-Certified Organizations." Sustainability 11, no. 20: 5797.

Preprint
Published: 18 September 2019
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Organizations can play a significant role in the advancement of Sustainable Development, and companies with Quality, Environmental and Occupational Health and Safety (QEOHS) certified management systems address the three Sustainability Dimensions (economic, environmental and social). This research aims to map the present level of engagement of those companies in contributing and reporting to the 17 Sustainable Development Goals of The United Nations 2030 Agenda. The content of companies reports (available in web sites, by 31 December 2017) of a total of 235 Portuguese organizations with QEOHS certified management systems, was analyzed. The results show a moderate reporting of SDGs by those companies, with the top five being SDG 12 - Responsible consumption and production (23.8%), SDG 13 – Climate action (22.1%), SDG 09 - Industry, innovation, and infrastructure (21.3%), SDG 08 - Decent work and economic growth (20.0%) and SDG 17 - Partnerships for the goals (19.6%). The results of the statistical tests indicate that the communication of SDGs is more prominent in organizations (QEOHS) with higher business volume, that are members of the United Nations Global Compact Network Portugal, and that disclose their sustainability reports on their web site. This study can be useful for decision-makers that aim to support organizations to contribute to the Sustainable Development Goals.

ACS Style

Luis Fonseca; Filipe Carvalho. SDGs reporting by Quality, Environmental, and Occupational Health and Safety certified organizations. 2019, 1 .

AMA Style

Luis Fonseca, Filipe Carvalho. SDGs reporting by Quality, Environmental, and Occupational Health and Safety certified organizations. . 2019; ():1.

Chicago/Turabian Style

Luis Fonseca; Filipe Carvalho. 2019. "SDGs reporting by Quality, Environmental, and Occupational Health and Safety certified organizations." , no. : 1.

Journal article
Published: 21 January 2019 in Journal of Industrial Engineering and Management
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Purpose: This paper aims at identifying obstacles, benefits, leading practices and lessons learned in the transition/certification of the revised standard for quality management systems ISO 9001:2015 for organizations in various sector, countries and spanning a range of sizes.Design/methodology/approach: Based on literature review and inputs from experts in management systems certification, a quantitative survey was launched in Portugal, Romania, Switzerland, and Turkey in April 2018, addressed at quality and organizational managers and CEOs from ISO 9001:2015-certified organizations by certification bodies partners of the leading International Quality Network (IQNet). The answers were collected anonymously through an automated online database, until the end of April 2018. The overall response rate was 3.1%, encompassing 222 organizations already certified according to ISO 9001:2015.Findings: The surveyed organizations reported significant benefits from ISO 9001:2015 implementation. Only 3.9% of the respondents considered the 3-year transition period (from September 15, 2015, to September 15, 2018) as too short. The respondents’ organizations attended ISO 9001:2015 training and seminars, and collected information from websites, newsletters, books and interpretation guides and directly from certification bodies. Some (29.8%) relied on their own internal resources for the transition processes, while external consultants supported 22.7%. The respondents considered the adoption of risk-based thinking the major difficulty to be overcome, but simultaneously as the major benefit to be realized. The alignment with other management systems, the increased top management commitment, the identification of risks and opportunities and the knowledge management were also reported as significant benefits.The initial timing when organizations started working on the transition process and the activities carried out seem to differ between countries, while the adjustments performed to the existing management systems seem to differ by sector and size of the organization. The benefits attained by the organizations vary according to the perception regarding the information resources made available and organizations should be aware of the advantages of early planning. The organizations that rated the benefits of ISO 9001:2015 adoption higher considered the information resources as adequate and started working with ISO 9001:2015 at an earlier stage, while those that rated the benefits lower stated that the information resources were made available too late. The organizations that successfully managed the ISO 9001:2015 transition/certification process were the ones that attended ISO 9001:2015 training courses and seminars and got useful information from their certification body.This research highlights the relevance of the geographical context, of the organization size and the sector for successful adoption of ISO 9001:2015. The identification and promotion of resources that led to the highest benefits are worth pursuing. The replication of this study can add a time perspective and the assessment if these perceptions are expected to materialize into tangible results such as cost benefits and higher customer satisfaction.Research limitations/implications: Due to the novelty of ISO 9001:2015, these results should be subjected to additional validation and longitudinal analyses. Although measures have been taken to minimize possible bias errors from both non-respondents’, and respondents’ subjectivity, these limitations of the survey methodology should be acknowledged.Practical implications: The findings of this research provide standardization and certification bodies and quality management systems practitioners with leading practices in the implementation of ISO 9001:2015 and guidance for an efficient and effective transition/adoption.Originality/value: This investigation contributes to the ISO 9001:2015 body of knowledge by mapping the transition/certification processes with a multi-country perspective. The results empirically validate the potential value of transitioning or adopting ISO 9001:2015 and give insights on the implementation methodologies, leading practices to follow, difficulties to overcome and benefits to realize, to maximize the success of ISO 9001:2015 adoption.

ACS Style

Luis Miguel Ciravegna Martins Da Fonseca; José Pedro Domingues; Pilar Baylina Machado; Deane Harder. ISO 9001:2015 adoption: A multi-country empirical research. Journal of Industrial Engineering and Management 2019, 12, 27 -50.

AMA Style

Luis Miguel Ciravegna Martins Da Fonseca, José Pedro Domingues, Pilar Baylina Machado, Deane Harder. ISO 9001:2015 adoption: A multi-country empirical research. Journal of Industrial Engineering and Management. 2019; 12 (1):27-50.

Chicago/Turabian Style

Luis Miguel Ciravegna Martins Da Fonseca; José Pedro Domingues; Pilar Baylina Machado; Deane Harder. 2019. "ISO 9001:2015 adoption: A multi-country empirical research." Journal of Industrial Engineering and Management 12, no. 1: 27-50.

Journal article
Published: 01 October 2018 in Energy Procedia
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Traditional approaches to protect environment usually rely on a legal framework that enforces measures and behaviors on organizations. However, to achieve sustainability it is necessary to apply other tools that need a stronger commitment from the organizations in the three pillars of sustainable development. The implementation of an Environmental Management System, being a voluntary instrument, can play an important role in the environmental pillar because it has a structured approach to manage environmental aspects of organizations. The new revisions of the two most important standards maintain the previous pattern. EMAS (Eco-Management and Audit Scheme) incorporates the requirements of ISO 14001:2015 while maintaining important additional requirements such as the Environmental Statement and the employee involvement. The new revision of ISO 14001 by emphasizing organizational environmental performance can be a significant opportunity to increase sustainability given the fact that this international standard is more widely implemented than EMAS.

ACS Style

Florinda Martins; Luis Fonseca. Comparison between eco-management and audit scheme and ISO 14001:2015. Energy Procedia 2018, 153, 450 -454.

AMA Style

Florinda Martins, Luis Fonseca. Comparison between eco-management and audit scheme and ISO 14001:2015. Energy Procedia. 2018; 153 ():450-454.

Chicago/Turabian Style

Florinda Martins; Luis Fonseca. 2018. "Comparison between eco-management and audit scheme and ISO 14001:2015." Energy Procedia 153, no. : 450-454.

Journal article
Published: 31 July 2018 in Quality Innovation Prosperity
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Purpose: With the transition period for ISO 9001 certified organisations to migrate to the 2015 edition ending 15th September 2018, this investigation aims to evaluate the status of ISO 9001:2015 transition process and provide useful knowledge on the corresponding motivations, benefits, and success factors.Methodology/Approach: An empirical study of more than 300 Portuguese organisations ISO 9001 certified, or in certification process, encompassing a wide range of activities sectors, was carried out.Findings: As of May 2017, 19% of the respondents already have ISO 9001:2015 certification and all the remaining one’s plan to complete the process in time. The principal reported benefits are risk-based thinking, mapping of the organisational context, and stakeholder identification. Simultaneously those were the issues that required more attention and effort to be mastered and implemented. Additionally, there is evidence that ISO 9001:2015 enhances both internal and external organisational issues and generates benefits for all the researched dimensions. Based on the respondents’ responses, organisations who claimed that external motivations were the primary drivers to ISO 9001:2015 implementation systematically rate higher all the benefits when compared with the rating ascribed by those organisations who claimed internal motivations. Moreover, it is possible to conclude that the perceived benefits from ISO 9001:2015 implementation and certification seem to be strongly influenced by two primary dimensions: the (smaller) organisation size and the (lesser) international presence.Research Limitation/implication: Due to ISO 9001:2015 novelty, the results of this investigation should be subject to future confirmation and replicated in other countries to allow a generalisation of the conclusions. Since the survey is based on the perceptions of the organisation’s Managers, there is a potential response bias risk that should be acknowledged.Originality/Value of paper: With more than 1.2 million ISO 9001 certified organisation worldwide, this a highly relevant issue both for organisations, practitioners and academics. Due to ISO 9001:2015 novelty, this investigation aims to fill this research gap.

ACS Style

Luis Miguel Fonseca; José Pedro Domingues. Empirical Research of the ISO 9001:2015 Transition Process in Portugal: Motivations, Benefits, and Success Factors. Quality Innovation Prosperity 2018, 22, 16 -46.

AMA Style

Luis Miguel Fonseca, José Pedro Domingues. Empirical Research of the ISO 9001:2015 Transition Process in Portugal: Motivations, Benefits, and Success Factors. Quality Innovation Prosperity. 2018; 22 (2):16-46.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Domingues. 2018. "Empirical Research of the ISO 9001:2015 Transition Process in Portugal: Motivations, Benefits, and Success Factors." Quality Innovation Prosperity 22, no. 2: 16-46.

Journal article
Published: 19 July 2018 in Sustainability
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The move towards a new Circular Economy (CE) economic model has been advocated and supported in Portugal, however, there is limited research on this topic. To address this gap, a quantitative research based on an online survey was carried out among 99 Portuguese organizations, encompassing a wide range of sectors and sizes. The results show that CE is regarded as a strategic and relevant issue for profitability and value creation. Furthermore, the perception that it requires the adoption of new business models in addition to the classical “reduce, reuse and recycle” approach is growing. Moreover, based on the hypotheses raised, results suggest that the level of CE adoption is positively impacted by the status of the EMS (Environmental Management System) certification and the willingness to improve the environmental performance and achieve a sustainable business model. However, CE activities are still relatively modest and a friendlier context (fiscal, legal, organizational, etc.) and the stronger support from supply chain agents and consumers are required. Future research should focus on how to design and shape the transition from a linear to a CE economy and to ascertain if the positive attitude towards CE is materialized in changing the way business is done.

ACS Style

Luis Miguel Fonseca; José Pedro Domingues; Maria Teresa Pereira; Florinda Figueiredo Martins; Dominik Zimon. Assessment of Circular Economy within Portuguese Organizations. Sustainability 2018, 10, 2521 .

AMA Style

Luis Miguel Fonseca, José Pedro Domingues, Maria Teresa Pereira, Florinda Figueiredo Martins, Dominik Zimon. Assessment of Circular Economy within Portuguese Organizations. Sustainability. 2018; 10 (7):2521.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Domingues; Maria Teresa Pereira; Florinda Figueiredo Martins; Dominik Zimon. 2018. "Assessment of Circular Economy within Portuguese Organizations." Sustainability 10, no. 7: 2521.

Journal article
Published: 10 April 2018 in The TQM Journal
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Purpose ISO 9001:2015 edition, by adopting modern management and quality approaches, can foster the application of continuous improvement (CI) methodologies. The purpose of this paper is to assess the level of utilization of Kaizen and other CI methodologies within Portuguese ISO 9001 certified organizations, namely, amid organizations that have already implemented ISO 9001:2015. Design/methodology/approach After the literature review, a quantitative research, supported on an online survey, was adopted. The survey yielded 309 valid responses (response rate 18 percent) encompassing 71 organizations already certified against ISO 9001:2015 and the remaining 238 against ISO 9001:2008. The results of the statistical analysis performed were reviewed with a focus group of five quality and organizational excellence managers. Findings The results show a mildly use of Kaizen, Lean and Six Sigma (SS) by Portuguese ISO 9001 certified organizations, which is increase when compared to previous studies. The sample of organizations that are already certified by ISO 9001:2015 have mean and median levels of customer improvement methodologies adoption (Lean, Kaizen, SS) higher than those that are still certified against ISO 9001:2008. However, the Kruskal-Wallis test showed that these differences are not statistically significant. Concerning the adoption of these methodologies by activity sector, the sample median values seem to suggest that Lean and SS are more commonly adopted in the industry than in the services, but according to the Kruskal-Wallis test these differences are not statistically significant. Checklists, plan-do-check-act cycle and process diagrams, followed by DMAIC, are the quality tools that are most frequently adopted. A high workload due to the transition process for ISO 9001:2015 and the lack of qualified people were suggested as possible explanations for these results by the Expert Focus Group. Research limitations/implications The study is restricted to ISO 9001 certified organizations in Portugal and due to the short time since ISO 9001:2015 implementation it should be considered as having an explanatory nature and subject to future confirmation. Originality/value This study on the application of CI methodologies between ISO 9001:2015 and ISO 9001:2008 certified organizations contributes to the Kaizen and CI body of knowledge and provides inputs to the organizations and professionals that aim to successfully apply it.

ACS Style

Luis Miguel Fonseca; José Pedro Teixeira Domingues. The best of both worlds? Use of Kaizen and other continuous improvement methodologies within Portuguese ISO 9001 certified organizations. The TQM Journal 2018, 30, 321 -334.

AMA Style

Luis Miguel Fonseca, José Pedro Teixeira Domingues. The best of both worlds? Use of Kaizen and other continuous improvement methodologies within Portuguese ISO 9001 certified organizations. The TQM Journal. 2018; 30 (4):321-334.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Teixeira Domingues. 2018. "The best of both worlds? Use of Kaizen and other continuous improvement methodologies within Portuguese ISO 9001 certified organizations." The TQM Journal 30, no. 4: 321-334.

Journal article
Published: 12 March 2018 in Sustainability
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The purpose of this paper is the assessment of the ISO 14001:2015 transition process among Portuguese ISO 14001 certified organizations, including those that successfully have already achieved ISO 14001:2015 certification. A considerable number of the surveyed companies proceeded with the transition to the ISO 14001:2015 by introducing slight adjustments and were supported by external consultants. Nearly all of the respondent companies (97%) intend to transition until 15th September 2018. The highest ranked reported benefit is the “integrated approach with other management sub-systems” with a well-consolidated perception from the surveyed companies. This is aligned with the ISO 14001:2015 goal of improving the compatibility of management standards supported on the Annex SL. “Alignment with business strategy”, “improved top management commitment” and “improved internal and external communication” are also perceived to obtain significant benefits from ISO 14001:2015. The statistical tests carried out (Kruskal–Wallis) confirmed that the perception of some achieved ISO 14001:2015 certification benefits is dependent on the size of the organization. Concerning the motivations to proceed with certification, results suggest that there is not a particular company profile that is compelled to certify their EMS based on a specific type of motivation (Internal or External). Due to ISO 14001:2015 novelty, these exploratory results should be subjected to additional research confirmation.

ACS Style

Luis Miguel Fonseca; José Pedro Domingues. Exploratory Research of ISO 14001:2015 Transition among Portuguese Organizations. Sustainability 2018, 10, 781 .

AMA Style

Luis Miguel Fonseca, José Pedro Domingues. Exploratory Research of ISO 14001:2015 Transition among Portuguese Organizations. Sustainability. 2018; 10 (3):781.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Domingues. 2018. "Exploratory Research of ISO 14001:2015 Transition among Portuguese Organizations." Sustainability 10, no. 3: 781.

Journal article
Published: 18 September 2017 in Procedia Manufacturing
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Suppliers 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.

ACS Style

Luis Miguel Fonseca; José Pedro Domingues. Reliable and Flexible Quality Management Systems in the Automotive Industry: Monitor the Context and Change Effectively. Procedia Manufacturing 2017, 11, 1200 -1206.

AMA Style

Luis Miguel Fonseca, José Pedro Domingues. Reliable and Flexible Quality Management Systems in the Automotive Industry: Monitor the Context and Change Effectively. Procedia Manufacturing. 2017; 11 ():1200-1206.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Domingues. 2017. "Reliable and Flexible Quality Management Systems in the Automotive Industry: Monitor the Context and Change Effectively." Procedia Manufacturing 11, no. : 1200-1206.

Journal article
Published: 01 September 2017 in Management & Marketing
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Due to the dynamic and inter-connected internal and external environments of the present digital age, organizations are faced with increased challenges to achieve enduring success. After reviewing the major management theories with an organizational focus, and the changes brought with the new ISO 9001:2015 Quality Management Systems International Standard Edition, the hypotheses that to succeed in the digital age organizations must monitor the organizational context, identify risks and opportunities, and manage change effectively, are presented. A worldwide survey was carried out among IRCA registered auditors concerning ISO 9001:2015 certified organizations, and by using a quantitative methodology (sample normality was confirmed through Kolmogorov-Smirnov test and the hypothesis were tested by using Pearson correlation coefficient). The results of this research highlight the need to properly monitor the organizational (internal and external) context and identify the key issues that affect the organizations ability to deliver quality products and satisfy their customers and key stakeholders, and to plan, design, implement and control change in an effective and timely manner. These results support the notion that organizations should adopt appropriate organizational models for the present digital age, with emphasis on knowledge management and horizontal customer perspectives, willing to scan the environment, identify risk and opportunities and take timely and suitable actions.

ACS Style

Luis Miguel Fonseca; José Pedro Domingues. How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively. Management & Marketing 2017, 12, 443 -455.

AMA Style

Luis Miguel Fonseca, José Pedro Domingues. How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively. Management & Marketing. 2017; 12 (3):443-455.

Chicago/Turabian Style

Luis Miguel Fonseca; José Pedro Domingues. 2017. "How to succeed in the digital age? Monitor the organizational context, identify risks and opportunities, and manage change effectively." Management & Marketing 12, no. 3: 443-455.

Journal article
Published: 19 July 2017 in Journal of Industrial Engineering and Management
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Purpose: The implementation and certification of Management Systems International Standards, such as ISO 9001 and ISO 14001, achieved a high international recognition, with more than 1 million organizations with their Quality Management Systems certified worldwide. Researchers have been paying considerable attention to this theme and the number of published articles has robustly growth. Although, on an overall basis, the research results support the existence of positive impacts on the use and certification of these International Standards, there are various inconsistency and contradictory results, leading to some controversy over its impacts for organizations. This study aims to bring a longitudinal time perspective to this area of research, analyzing the articles published since 1996, on the benefits of Management Systems Certification. A longitudinal perspective of countries of authors origin, keywords and journals is presented, complemented with an evaluation of the research results.Design/methodology/approach: The research was supported with a Bibliometric Study, with data collected from Web of Science, SCOPUS, and Research Gate data bases. Following the detailed analysis of the journal titles, articles abstracts and their full content, an evaluation scale was applied to access if the results support the existence of a positive relationship between MSC and economic, financial or stakeholder results.Findings: The results evidence a steep increase in the number of publications addressing Management Systems Certification benefits, that mainly originate from Europe (48%) and East Asia and Pacific (23%), with Spain as the clear leading country accounting (43% of the total number of articles published between 1996 and April 2017). Journal of Cleaner Production (EMSC) and Total Quality Management and Business Excellence journal (QMSC) are the leading journals for disseminating the research and the most used keywords are “Quality/Environment”, “ISO 9001/14001”, “Performance”, “Management Systems” and “Certification”. There are also insights that the research is now open to other Management Systems either than Quality and Environment. The systematic review of the selected papers shows that the Management Systems adoption and certification brings fairly positives benefits (average 2,34 in a 1 to 5 Likert type scale) for the certified organizations, although some variations are observed. Some avenues for future research should consider the reliability and validation of measures; sampling and biases errors; the use of control, moderating and mediating variables; the consideration of time and situational contingencies; and the search for explanations for cause and effect relationships.The results of this research support the view that the investigation of Management Systems Certification benefits is indeed an issue of high academic and practitioners interest. This research, although subject to some subjective evaluation of the authors, and acknowledging that the research articles are not always comparable, aims to give some insights for this continuous research field. Research limitations/implications: Although the authors took measures to reduce subjectivity, it should be noted that the evaluation could be subject to the authors own interpretation and the research articles are not always comparable.Originality/value: This research makes a longitudinal and comprehensive evaluation of the articles published since 1996 on the benefits of Management System Certification. It highlights trends and gives contribution for future research, on a field of intense academic and practitioners interest.

ACS Style

Luis Miguel Ciravegna Martins Da Fonseca; José Pedro Domingues; Pilar Baylina Machado; Mario Calderón. Management system certification benefits: where do we stand? Journal of Industrial Engineering and Management 2017, 10, 476 -494.

AMA Style

Luis Miguel Ciravegna Martins Da Fonseca, José Pedro Domingues, Pilar Baylina Machado, Mario Calderón. Management system certification benefits: where do we stand? Journal of Industrial Engineering and Management. 2017; 10 (3):476-494.

Chicago/Turabian Style

Luis Miguel Ciravegna Martins Da Fonseca; José Pedro Domingues; Pilar Baylina Machado; Mario Calderón. 2017. "Management system certification benefits: where do we stand?" Journal of Industrial Engineering and Management 10, no. 3: 476-494.

Conference paper
Published: 01 December 2016 in 2016 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)
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The process of integration of management systems is being unfolded by a great deal of companies nowadays. A crucial feature of it relates with the audit function and the integrated perceptions of the auditors. This issue is of utmost importance if one takes into account the remarkable effort developed by ISO in the last revisions (2015) of the ISO 9001 and ISO 14001 standards aiming at the standards integration by adopting a common high level structure, identical core context, and common terms and common definitions. The available drafts of the new ISO 45001 standard suggest the same effort. This paper aims, within a global research study on ISO 9001:2015, to report the integrated versus non-integrated perspectives of auditors concerning the new ISO 9001 revision based on the results from a survey conducted among IRCA auditors. It is intended specifically to assess if the perceptions from the auditors holding several certifications are different of those from the auditors that hold solely the QMS certification. Results suggest that the auditors holding several certifications foreseen more benefits from this new revision, i.e., auditors with a wider integrated perspective rate systematically higher the different dimensions assessed in this survey.

ACS Style

J. P. T. Domingues; Luis Fonseca; P. Sampaio; P. M. Arezes. Integrated versus non-integrated perspectives of auditors concerning the new ISO 9001 revision. 2016 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) 2016, 866 -870.

AMA Style

J. P. T. Domingues, Luis Fonseca, P. Sampaio, P. M. Arezes. Integrated versus non-integrated perspectives of auditors concerning the new ISO 9001 revision. 2016 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). 2016; ():866-870.

Chicago/Turabian Style

J. P. T. Domingues; Luis Fonseca; P. Sampaio; P. M. Arezes. 2016. "Integrated versus non-integrated perspectives of auditors concerning the new ISO 9001 revision." 2016 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) , no. : 866-870.

Journal article
Published: 17 February 2016 in Intangible Capital
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Purpose: The research on corporate social responsibility has been focused mainly on Anglo-Saxon countries and big companies. Most scholars agree there is a positive relationship between companies social and economic performance, however, this is not unanimous. Moreover, during economic downturns, companies struggle for survival and might consider corporate social responsibility efforts should be postponed. This research investigates if there is a positive relationship between social performance and key business results using a large sample of small and medium Portuguese companies over an extended period of time.Design/methodology/approach: The investigation is made by using survey responses from a sample of 2.222 small and medium companies (SMEs) over a 10 year period, from the Portuguese IAPMEI – Public Agency for Competitiveness and Innovation Benchmarking and Good Practices database. The hypothesis that there is a positive relationship between social and key business results performance was tested with correlation analysis and was complemented with semi-structured interviews of key Portuguese Sustainability Managers.Findings: The research results support the existence of valid positive relationships between companies’ social performance and key business results, confirming it does pay to invest in corporate social responsibility even in less favorable economic scenarios and for small and medium companies across all business sectors.Research limitations/implications: It was not possible to use more powerful statistical methods such as Partial Least Squares (PLS) or Structural Equation Modelling (SEM) due to data constraints and more qualitative research should be done to triangulate the results and better understating of the cause and effect relationships.Practical implications: Both managers and academics should be aware of the relevance of corporate social responsibility to assure companies enduring success and create benefits for stakeholders and society at large.Originality/value: This research makes contributions for the social and economic relationship body of knowledge with a particular emphasis on small and medium companies in Portugal and a potential application to other similar European countries, by using a large sample basis over an extended period of time.

ACS Style

Luis Miguel Fonseca; Ricardo Lopes Ferro. Does it pay to be social responsible? Portuguese SMEs feedback. Intangible Capital 2016, 12, 487 .

AMA Style

Luis Miguel Fonseca, Ricardo Lopes Ferro. Does it pay to be social responsible? Portuguese SMEs feedback. Intangible Capital. 2016; 12 (2):487.

Chicago/Turabian Style

Luis Miguel Fonseca; Ricardo Lopes Ferro. 2016. "Does it pay to be social responsible? Portuguese SMEs feedback." Intangible Capital 12, no. 2: 487.

Journal article
Published: 01 January 2016 in International Journal of Industrial and Systems Engineering
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The relationship between stakeholders satisfaction and organisational sustainable growth and success is investigated focusing on the importance of a firm's relationships with critical stakeholders that may lead to better performance, as organisations while integrating business and societal considerations create value for their stakeholders. However, it is of most importance that top management actively leads this approach and that the governance bodies of the organisations support and check that this really happens. Framed on stakeholder theory and social responsibility theory an online survey was administered to managers of Portuguese organisations with certified management systems by a leading management systems certification Portuguese body. The findings suggest that competitive position is strongly correlated with shareholders, suppliers and partners, employees and customers satisfaction, legitimating Freeman's stakeholder theory. In an overall final remark, the importance of shareholders, partners/suppliers, employees and customers satisfaction for organisational sustainable success is highlighted in this study results.

ACS Style

Luis Fonseca; Amilcar Ramos; Alvaro Rosa; Ana Cristina Braga; Paulo Sampaio. Stakeholders satisfaction and sustainable success. International Journal of Industrial and Systems Engineering 2016, 24, 144 .

AMA Style

Luis Fonseca, Amilcar Ramos, Alvaro Rosa, Ana Cristina Braga, Paulo Sampaio. Stakeholders satisfaction and sustainable success. International Journal of Industrial and Systems Engineering. 2016; 24 (2):144.

Chicago/Turabian Style

Luis Fonseca; Amilcar Ramos; Alvaro Rosa; Ana Cristina Braga; Paulo Sampaio. 2016. "Stakeholders satisfaction and sustainable success." International Journal of Industrial and Systems Engineering 24, no. 2: 144.