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efforts were a blessing. In fact, ISO standardization and certification might be seen as an industrial byline of the countrys credo expressed on its national flag Ordem e Progresso. The core of the standardization, following ISO 9000 or the numerous less demanding norms surrounding it, is to give a defining order and timeline to the processes, to quantify the qualities and fix the personal responsibilities connected to each step. It is the process of certification which is regarded as helpful since all procedures are reflected and often reengineered in its course. The ISO approach is in contrast to other Total Quality Management (TQM) approaches generic and not prescriptive. Every process can be certified as long as it is well structured and documented. The resulting documentation can be regarded as a blessing and a curse. As the standards and procedures laid down are a significant help they can be a hindrance when problems arise which are not covered. Documentation may block or outlive a lively day to day search for best practice. But TQM and ISO certifications share a central element in the creation of benchmarks and benchmarks are needed to measure and consequently improve performance. Do certified companies perform better? Effects of TQM and certification on productivity and profitability have been the object of a variety of studies from the late 1990s on. Results are equivocal and a lot of methodological problems make the interpretation of findings complicated. In a study for Brazil by Lima and colleagues no impressing effects were found. However, a positive impact is often reported in management surveys and these are empirical supported by Corvett and colleagues who analyzed the financial performance of several thousand publicly traded US companies in the years after certification. This comparative meta-analytical approach showed strong financial performance advantages for certified companies. Also the hope that workplaces improve and accident rates decline received support, as a recent study by Levine & Toeffel indicates. Cultural and political factors contributed to the popularity of the ISO norms in Brazil. It is a country of historical cultural and ethnic diversity which only in the late 1980s started the move towards democracy after the burden of a military regime including a state controlled economy. The ISO 9000 was embraced as a tool of industrial renovation. Further a project run together with Germany to construct the first nuclear plant in Brazil made the need for quality control evident. Finally, Petrobras, Brazils state controlled oil and gas giant, required suppliers to be certified. These forces made Brazil a frontrunner in certification: In 1992 only 36 companies were certified; one year later the number increased to 177 and five years later over 1,700 companies were certificated. The ISO Survey for 1999 reported that the milestone of over 5,000 certified companies had been reached and passed. However, it is India and China, not Brazil but that should become the rising stars of the manufacturing and internet industries in the early 21st century. The most important reason is most certainly population size. Within the BRIC countries Brazil is one of the least populated. However, another reason is that the progress in standardization stopped short of politics. Brazil made significant progress with regard to reducing corruption but bureaucracy remains a major hindrance for the growth of small businesses and foreign investment. Labor laws are in many cases well intended trying to protect and extend the rights of the working people after many decades of neglect and disregard. And a myriad of small laws has grown into a jungle in the last two decades. These factors, together with problems in taxation and infrastructure, placed Brazil as number 126 of 183 countries in the Doing Business Report 2011 by the World Bank.
Managing Essentials
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Laws exemplify the difficulty in reorganizing defined procedures and structures on a bigger scale. Once implemented they are difficult to revoke and the existence of laws, often hundreds of years old, is a regular favorite in tabloids. As for ISO certification the positive impetus is in part compensated by non intentional bureaucratic consequences. A further problem is that the standardization of structures is often easier and at first sight more convincing than the standardization of processes even if they are the most important element. A significant advantage of process standardization is that these processes allow for differing structures. A prominent and frequently discussed topic recently is the introduction of standardized barrakas on Brazils beaches. Some of these beach restaurants were ramshackle structures with kitchens and restrooms not meeting modern standards, and perhaps it would have been preferable to certify and control the hygiene procedures and allow them to upgrade the facilities to maintain their individuality with regard to design and character. Now less attractive uniform structures are erected but they distract the focus from the more important processes inside. Brazils business world has been at the forefront of certification for twenty years now. That commentators like Deena Kamel Yousef assess the current situation carefully as beckoning and Brazil has fallen back within the BRIC group is mainly due to the fact that the legislative, social and infrastructural framework did not keep up with these efforts. Maybe also the full term president Lula had the impression that the country needed a push when he inspired the applications for the upcoming Soccer World Cup and the Olympics in 2016. Both applications have been successful and it would be desirable for the country not only to enjoy the short great games but to combine the efforts made for them with a long- term programs for debureucratization. Such a program could give Brazil what it has had for decades in soccer; a lead in the world with regard to business development.
Corbett, C.J., Montes-Sancho, M.J. & Kirsch, D. A. (2004). The Financial Impact of ISO 9000 Certification in the US: An Empirical Analysis. www.managing-essentials.com/2cw Levine, D. I., & Toffel, M. W. (2008). Quality Management and Job Quality: How the ISO 9001 Standard for Quality Management Systems Affects Employees and Employers. UC Berkeley: Institute for Research on Labor and Employment. www.managing-essentials.com/2cx Lima , M.A.M., Resende, M. and Hasenclever, L. (2000). Quality Certification and Performance of Brazilian Firms: An Empirical Study. Intl Journal of Production Economics, 66, 143-147. www.managing-essentials.com/2cy Opportunities in Brazil beckon (Deena Kamel Yousef) www.managing-essentials.com/2cz