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APPROVED: Brian C. O’Connor, Major Professor Cathleen Norris, Committee Member Samantha Hastings, Committee Member and
Dean of the School of Library and Information Sciences
Sandra L. Terrell, Dean of the Robert B. Toulouse School of Graduate Studies
QUALITY MANAGEMENT IN MUSEUM INFORMATION SYSTEMS:
A CASE STUDY OF ISO 9000-2000 AS
AN EVALUATIVE TECHNIQUE
Fred H. Karr, B.S., M.S.
Dissertation Prepared for the Degree of
DOCTOR OF PHILOSOPHY
UNIVERSITY OF NORTH TEXAS
May 2005
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Karr, Fred H., Quality management in museum information systems: A
case study of ISO 9001-2000 as an evaluative technique. Doctor of Philosophy
(Information Science), May 2005, 170 pp., 9 tables, 10 illustrations,
44 references.
Museums are service-oriented information systems that provide access to
information bearing materials contained in the museum’s collections. Within
museum environments, the primary vehicle for quality assurance and public
accountability is the accreditation process of the American Association of
Museums (AAM).
Norbert Wiener founded the field of cybernetics, employing concepts of
information feedback as a mechanism for system modification and control. W.
Edwards Deming applied Wiener’s principles to management theory, initiating the
wave of change in manufacturing industries from production-driven to quality-
driven systems. Today, the principles are embodied in the ISO 9000 International
Standards for quality management systems (QMS), a globally-recognized set of
standards, widely employed as a vehicle of quality management in manufacturing
and service industries.
The International Organization for Standardization defined a process for
QMS registration against ISO 9001 that is similar in purpose to accreditation.
This study’s goals were to determine the degree of correspondence between
elements of ISO 9001 and quality-related activities within museum environments,
and to ascertain the relevance of ISO 9001-2000 as a technique of museum
evaluation, parallel to accreditation.
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A�content�analysis�compared�museum�activities�to�requirements�specified
in�the�ISO�9001-2000�International�Standard.�The�study�examined�museum
environment�surrogates�which�consisted�of�(a)�web�sites�of�nine�museum�studies
programs�in�the�United�States�and�(b)�web�sites�of�two�museum�professional
associations,�the�AAM�and�the�International�Council�of�Museums�(ICOM).
Data�items�consisted�of�terms�and�phrases�from�the�web�sites�and�the
associated�context�of�each�item.�Affinity�grouping�of�the�data�produced�high
degrees�of�correspondence�to�the�categories�and�functional�subcategories�of
ISO�9001.�Many�quality-related�activities�were�found�at�the�operational�levels�of
museum�environments,�although�not�integrated�as�a�QMS.�If�activities�were
unified�as�a�QMS,�the�ISO�9001�Standard�has�potential�for�application�as�an
evaluative�technique�in�museum�environments.
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ii
TABLE�OF�CONTENTS
Page
LIST�OF�TABLES ........................................................................................................... iv
LIST�OF�FIGURES.......................................................................................................... v
INTRODUCTORY�REMARKS........................................................................................ vi
Chapter
1.� PROBLEM�IDENTIFICATION .........................................................................1
IntroductionProblem
Accreditation�StandardsRepositories�of�Cultural�Heritage
Significance�of�the�ResearchPurposeResearch�QuestionsMethodologyAssumptionsLimitationsParticipant�IncentiveTerminology
2.� REVIEW�OF�RELATED�LITERATURE .........................................................18
Theoretical�FoundationBackground
Museums�as�Information�SystemsManagement�Information�SystemsQuality�Management�SystemsStandards�for�Quality�Management�Systems�–�The�ISO�Family
ISO�9000�in�Museum�EnvironmentSummary
3.� METHODOLOGY�AND�RESEARCH�DESIGN..............................................34
IntroductionDesign�FrameworkSteps�in�the�Study�ProcessInterview�Instrument
GeneralInstrument�CategoriesIntent�of�the�Quality�Management�System�Category
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iii
Requirements�of�the�Quality�Management�System�CategoryIntent�of�the�Management�Responsibility�CategoryRequirements�of�the�Management�Responsibility�CategoryIntent�of�the�Resource�Management�CategoryRequirements�of�the�Resource�Management�CategoryIntent�of�the�Product�(Service)�Realization�CategoryRequirements�of�the�Product�Realization�CategoryIntent�of�the�Measurement,�Analysis,�and�Improvement
CategoryRequirements�of�the�Measurement,�Analysis,�and�Improvement
AnalysisExpected�Results
4. DATA�AND�ANALYSIS..................................................................................59
Review�of�the�Research�DesignAnalysis�FrameworkIdentification�of�the�Data�SourcesAcquisition�of�the�DataThe�Analytical�ConstructDescriptions�of�the�DataReorganization�of�the�DataMapping�to�the�ISO�Standard
Quality�Management�System�CategoryManagement�Responsibility�CategoryResource�Management�CategoryProduct�Realization�CategoryMeasurement,�Analysis,�and�Improvement�Category
Summary
5. CONCLUSIONS�AND�RECOMMENDATIONS .............................................82
Review�of�PurposeGeneral�ConclusionsAnswers�to�Research�Questions
APPENDICES ...............................................................................................................93
REFERENCES............................................................................................................167
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LIST�OF�TABLES
Table Page
1 The�Selected�Set�of�Institutions�with�Museum�Studies.......................................62
2 Number�of�Terms�Mapped�to�Categories�of�the�ISO-9001�InternationalStandards ......................................................................................................73
3 Semantically�Equivalent�Groups�by�Category.....................................................74
4 Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�QualityManagement�System�Category .....................................................................76
5 Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�ManagementResponsibility�Category.................................................................................77
6 Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�ResourceResponsibility�Category.................................................................................78
7 Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�ProductRealization�Category .....................................................................................79
8 Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�Measurement,Analysis,�and�Improvement�Category............................................................80
9 Correspondence�Between�Museum�Activities�and�ISO-Specified�Functionsby�Primary�Category......................................................................................85
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LIST�OF�FIGURES
Figure Page
1 Accreditation�and�quality�systems�registration�as�evaluative�techniques..............9
2 The�direct�and�indirect�activities�of�a�museum�information�system.....................21
3 The�management�information�systems�in�support�of�a�museum’s�operations....24
4 Manufacturing�production�viewed�as�a�system�of�interdependent�processes.....27
5 ISO�9000�model�of�a�process-based�quality�management�system.....................30
6 Questioning�format .............................................................................................38
7 Original�design�of�the�study�for�operational�environments..................................59
8 Expanded�analytical�construct�of�the�study�for�operational�environmentsurrogates .....................................................................................................68
9 Number�of�unique�terms�related�to�quality�management�systems�found�ateach�Web�site ...............................................................................................69
10 Number�of�terms�found�per�site-specified�context.�Term�contexts�are�listedusing�the�word�from�the�Web�sites. ...............................................................71
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INTRODUCTORY�REMARKS
The�term�ISO is�the�prefix�attached�to�all�International�Standards�developed�by
the�International�Organization�for�Standardization�consortium�of�member�nations.
Originally�published�in�1987,�the�ISO�9000�standards�have�undergone�two�subsequent
revisions,�published�in�1994�and�2000,�hence�the�current�suffix�attached�to�the
standard’s�name�(e.g.�ISO�9000-2000,�ISO�9001-2000).�The�family�consists�of�four
standards:
ISO�9000�–�describes�the�fundamentals�of�quality�management�systems�and
specifies�the�terminology�for�quality�management�systems.
ISO�9001�–�specifies�requirements�for�a�quality�management�system.
ISO�9004�–�provides�guidelines�that�consider�the�effectiveness�and�efficiency�of
a�quality�management�system.
ISO�19011�–�provides�guidance�on�auditing�quality�and�environmental
management�systems.�(ASQ,�2000a,�p.�ix)
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CHAPTER�1
PROBLEM�IDENTIFICATION
Introduction
American�museums�are�a�diverse�population�of�institutions.�The�American
Association�of�Museums�(AAM),�the�primary�accreditation�body�in�the�United�States,
acknowledges�their�variety�and�type,�but�without�providing�a�definition:�“Their�numbers
include�both�governmental�and�private�museums�of�anthropology,�art�history�and
natural�history,�aquariums,�arboreta,�art�centers,�botanical�gardens,�children’s
museums,�historic�sites,�nature�centers,�planetariums,�science�and�technology�centers,
and�zoos”�(AAM,�2005b,�p.�1).�According�to�the�AAM,�the�common�denominator�to�the
list�is�“making�a�unique�contribution�to�the�public�by�collecting,�preserving,�and
interpreting�the�things�of�this�world”�(p.�1).�To�participate�in�the�AAM�accreditation
program,�a�museum�must�have�a�formally�stated�and�approved�mission,�be�essentially
educational�in�nature,�and�“use�and�interpret�objects�and/or�a�site�for�the�public
presentation�of�regularly�scheduled�programs�and�exhibits”�(p.1).
A�slightly�different,�though�parallel�perspective�is�offered�by�the�International
Council�of�Museums�(ICOM)�which�provides�a�formal�definition�of�a�museum�as:
A�non-profitmaking�[sic],�permanent�institution�in�the�service�of�society�and�of�its
development,�and�open�to�the�public,�which�acquires,�conserves,�researches,
communicates�and�exhibits,�for�purposes�of�study,�education�and�enjoyment,
material�evidence�of�people�and�their�environment.�(ICOM,�2005a,�p.�1)
The�United�States�government,�providing�legislation�via�the�Museum�and�Library
Services�Act,�defined�a�museum�as:
A�public�or�private�nonprofit�agency�or�institution�organized�on�a�permanent
basis�for�essentially�educational�or�aesthetic�purposes,�which�utilizing�a
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professional�staff,�owns�or�utilizes�tangible�objects,�cares�for�them,�and�exhibits
them�to�the�public�on�a�regular�basis.�(pp.�1-2)
Drawing�upon�the�Museum�and�Library�Services�Act�definition�as�the�basis�for�its
eligibility�criteria�for�federal�funding,�the�Institute�of�Museum�and�Library�Services
(IMLS)�has�established�that�a�museum:
Be�organized�as�a�public�or�private�nonprofit�institution�that�exists�on�a
permanent�basis�for�essentially�educational�or�aesthetic�reasons;�care�for�and
own�or�use�tangible�objects,�whether�animate�or�inanimate,�and�exhibit�these
objects�on�a�regular�basis�through�facilities�that�it�owns�or�operates;�have�at�least
one�professional�staff�member�or�the�full-time�equivalent�.�.�.�whose�primary
responsibility�is�the�acquisition,�care,�or�exhibition�of�the�public�objects�owned�or
used�by�the�museum;�and�be�open�and�provide�museum�services�to�the�general
public�for�at�least�120�days�a�year.�(pp.�1-2)
All�of�these�governing�bodies�agree�that�the�intent�of�a�museum�is�to�provide�a�service
or�multiple�services�to�its�client�or�patron�base.�To�accomplish�this,�a�museum�has
certain�processes�and�procedures�that�are�created�as�a�result�of�the�museum's
strategic�planning�and�mission�generation,�and�become�incorporated�into�the
organization’s�operational�activities,�with�the�purpose�of�those�processes�and
procedures�to�be�oriented�toward�the�assurance�of�some�level�of�quality�in�the�services
that�the�museum�provides.
This�study�explored�the�management�information�system�(MIS)�that
encompassed�those�processes�and�procedures.�One�of�the�assumptions�of�the�study
was�that�museums�want�to�do the right things;�a�second�assumption�was�that�museums
want�to�do the things right.�The�study�identified�the�forms�of�quality�assurance�activities
that�were�oriented�toward�managing�those�assumptions�and�identified�the�types�of�data
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collected�and�information�created�within�the�museum�environment�in�support�of�the
quality�assurance�activities.�The�intent�was�not�to�evaluate�a�museum's�operational
processes�or�the�quality�of�its�services,�but�to�assess�the�degree�to�which�ISO�9001-
2000,�an�internationally�recognized�model�for�quality�management�systems�(QMS),�is�a
viable�model�for�use�in�a�museum�environment.
The�purpose�of�a�QMS�is�to�provide�some�level�of�confidence�for�a�purchaser,
customer,�user,�or�patron�in�the�capability�of�a�supplier�or�development�organization�to
create�a�product�or�provide�a�service�that�meets�the�purchaser’s�requirements�(Peach,
1994).�The�theory�that�underlies�the�ISO�Standards�relates�to�the�concept�of�process
and�informational�feedback�and�the�various�manifestations�of�the�process�and�feedback
loop�in�the�supply�chain�of�relationships�among�customers,�product-development�or
service-provisioning�organizations,�and�their�suppliers.
Problem
Accreditation�Standards
In�the�museum�field,�the�primary�vehicle�for�quality�assurance�and�public
accountability�is�through�the�achievement�of�accreditation�by�the�AAM.�It�is�a�process
that�involves�a�self-study�and�a�subsequent�peer�review,�assessing�the�degree�to�which
the�institution�meets�the�current�standards�or�best�practices�and�continues�to�engage�in
institutional�improvement�(AAM,�2004).�The�accreditation�program�is�structured�to�allow
for�considerable�variation�among�the�many�museum�types�and�sizes.�The�program�has
accredited�aquariums,�art�museums�and�art�centers,�children’s�museums,�history
museums�and�historic�sites,�natural�history�museums,�nature�centers,�planetariums,
science�and�technology�centers,�and�zoological�parks.�Both�privately-held�and�publicly-
funded�museums�can�achieve�accreditation�by�the�AAM.
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One�of�the�stated�objectives�of�the�AAM�is�to�“articulate,�promote,�and
disseminate�information�on�standards�and�best�practices�in�the�museum�field”�(AAM,
2004,�p.�2).�The�AAM�notes�that�accreditation�status�signifies�that�a�museum�engages
in�on-going�self-examination�and�uses�the�results�of�the�self-studies�and�peer�reviews�to
improve�its�programs�and�operations.�Accreditation�provides�documentation�that�a
museum�is�fulfilling�its�stated�purpose�and�mission�and�is�doing�so�according�to�“the
highest�professional�practices�and�standards”�(p.�2).�However,�a�problem�surfaces
when�searching�for�information�on�those�standards�as�they�should�be�understood�by
the�reviewers.�The�AAM�explicitly�provides�this�disclaimer:
There�is�no�single�set�of�standards�–�such�as�a�fixed,�concrete�checklist�of
specific�criteria�–�against�which�museums�are�measured�for�accreditation.
Indeed,�there�cannot�be,�for�museums�in�the�United�States�are�remarkably
diverse�in�terms�of�discipline,�size,�collections,�financial,�human,�and�physical
resources,�and�government�structure.�Recognizing�that�resources�and�emphases
of�individual�museums�vary�greatly,�and�that�standards�are�continually�rising�and
changing,�the�Accreditation�Commission�has,�thus,�refrained�from�issuing�a
defining�set�of�standards.�(p.�2)
The�AAM�does�not�set�or�establish�standards;�it�“gathers�information�and
disseminates�standards�as�they�are�generally�understood�and�practiced�in�the�museum
field”�(AAM,�2001,�p.�51).�This�has�been�reinforced�in�the�current�Web�site�of�the�AAM:
“There�is�no�single�set�of�museum�standards.�In�some�instances,�museums�rely�on�the
standards�that�have�been�imposed�upon�them�from�outside�the�profession,�such�as
accounting�standards”�(AAM,�2005b,�p.�5).�Because�each�museum�is�evaluated�within
the�context�of�the�museum’s�own�objectives�and�circumstances,�there�is�disagreement
as�to�whether�a�vagueness�in�the�accreditation�definitions�and�criteria�is�acceptable.�A
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former�Director�of�the�American�Museum�of�Natural�History�provided�some
commentary,�arguing�why�museum�accreditation�does�not�achieve�its�stated�purpose:
“The�diversity�in�the�community�of�institutions�that�call�themselves�museums�is,�at�the
same�time,�the�principal�reason�we�need�accreditation�and�the�principal�(but�not�only)
obstacle�to�the�development�and�implementation�of�an�effective�accreditation�program”
(Nicholson,�1981,�p.�5).�If�diversity�of�the�institutional�constituency�within�the�museum
field�merits�the�call�for�standards,�but�the�diversity�of�the�field�seems�to�preclude�them,
it�is�reasonable�to�ask�if�there�are�other�existing�standards,�with�wider�bases�of
application,�that�might�be�useful�in�the�evaluation�of�the�many�different�types�of
museums�in�conjunction�with,�or�in�lieu�of,�current�accreditation�processes.
Repositories�of�Cultural�Heritage
The�search�for�other�existing�standards,�with�wider�bases�of�application,�implies
broader�forms�of�applicability�of�the�standards.�However,�the�additional�inherent
limitations�imposed�by�a�geographically�and�politically�local�accrediting�agency�could
severely�limit�its�credibility�in�a�global�environment.�For�example,�an�organization�that�is
recognized�and�accredited�by�the�AAM�may�not�be�guaranteed�to�be�recognized�by�a
major�museum�in�Paris,�which�is�outside�the�jurisdiction�of�the�AAM.
In�researching�the�values�and�benefits�of�cultural�heritage�preservation,�the�Getty
Conservation�Institute�(GCI)�has�noted�that�historically,�perpetuation�of�cultural�heritage
has�taken�the�form�of�activities�concerned�with�the�collection,�preservation,�and�storage
of�cultural�artifacts�at�the�local�or�village�level.
Increasingly,�the�concept�has�broadened�to�a�multicultural,�or�planetary�view,�as
the�globalization�of�economic�markets�reduces�the�local�political�influences.
However,�the�exchange�of�cultural�information�through�the�preservation�and
sharing�of�the�artifacts�of�the�emerging�world�cultural�heritage�requires�an
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appreciation�for�the�locally-ascribed�value�on�a�globally-accessible�scale.�It
requires�new�thinking�in�imaginative�avenues�to�care�for�the�objects.�The�global
cultural�commons�must�be�explored,�mapped�and�furnished�with�global
standards.�(Arizpe,�2000,�p.�32)
The�requirement�for�new�thinking�could�include�a�call�for�globally�recognized�and
accepted�standards�that�would�be�used�in�museums�to�ensure�a�level�of�quality�in�the
care�that�is�given�to�collected�and�exhibited�objects.�This�perspective�is�echoed�by
others�in�writing�on�museum�roles�and�responsibilities.�“However,�globalization,
worldwide�economics,�and�cultural�interaction�require�future�thinking�rather�than
response�to�existing�conditions.�The�museum�community�has�the�means�to�provide
leadership�for�tomorrow�as�well�as�documentation�of�today�and�yesterday”�(Edson�&
Dean,1996,�p.�5).�Museums�are�reflections�of�their�past�and�present�societies,�capturing
and�exhibiting�evidence�of�the�internal�progress�and�development�of�the�society�as�well
as�linking�them�to�other�external�societal�influences.�Discussing�the�role�of�museums�as
historical�records�of�culture,�Roman�(1992)�noted�the�following:
Museums,�in�one�way�or�the�other,�are�reservoirs�of�the�natural�and�cultural
heritage,�and�always�rescue�part�of�the�identities�of�the�communities,�not�only
showing�their�history�but�also�the�current�events�of�a�given�area�of�the�world,�and
they�must�present�events�of�a�given�area�of�the�world.�They�must�communicate
through�objects,�designs,�lectures,�and�other�activities,�non-tangible�values�of
each�society.�(p.�25)
Sharing�of�cultural�artifacts�often�occurs�by�way�of�inter-institutional�loaning�of�artifacts
and�traveling�exhibitions.�Obtaining�objects�on�loan�requires�that�a�level�of�trust�be
established�between�the�parties�involved�in�the�lending�of�the�artifacts,�regarding�the
ability�of�the�destination�institution�to�appropriately�care�for�the�objects�that�have�been
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borrowed�from�a�source�institution.�It�would�be�reasonable�to�ask�whether�the�object�on
loan�could�be�expected�to�be�returned�to�the�lending�institution�in�the�same�condition�as
when�it�was�first�loaned.�As�museums�are�common�vehicles�through�which�cultural
objects�are�shared,�it�is�their�responsibility�to�provide�assurance�to�the�lending�parties
that�objects�on�loan�will�receive�appropriate�handling�and�care.
In�addition�to�adequate�care�and�safe-keeping,�there�is�a�need�to�properly�exhibit
an�object�so�that�its�intended�audience�obtains�maximum�benefit�from�the�viewing
experience.�One�recent�museum�visitor�noted�that�the�photographs�in�a�traveling
exhibition�were�mounted�above�the�viewer’s�line�of�sight�and�placed�behind�reflective
glass,�then�illuminated�by�bright�overhead�lighting�that�reflected�from�that�same�glass,
thereby�preventing�the�viewer�from�seeing�the�content�of�the�photographs�(B.�O’Connor,
personal�communication,�March�4,�2005).�In�discussing�the�ethical�issues�confronting
information�professionals,�Britz�(2002)�noted�that�one�issue�concerns�the�quality�of
information�products�and�services�that�are�rendered�by�information�professionals.�He
questioned�what�verification�measures�exist�to�ensure�the�quality�of�presented
information:
Are�artifacts�exhibited�in�museums,�or�personal-related�documents�displayed�in
an�archive,�presented�in�such�a�way�that�there�is�no�loss�of�meaning�or�human
dignity?�To�put�it�another�way,�how�can�“contextual�integrity”�–�the�presentation
of�information�so�that�the�context�necessary�for�understanding�it�is�not�lost�–�be
maintained?�(p.�203)
It�seems�reasonable�for�a�source�museum�to�expect�a�borrowing�institution�to
provide�evidence�that�the�destination�museum�possesses�the�professional�staff
competencies�necessary�to�ensure�an�acceptable�level�of�quality�in�the�manner�in�which
objects�are�used�and�exhibited�by�that�borrowing�institution.�One�way�to�accomplish�this
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is�through�an�accreditation�process�that�is�acceptable�to�the�lending�institution.�In�the
United�States,�the�AAM�provides�necessary�accreditation�for�quality�assurance�to�other
museums�within�the�United�States.�The�AAM�“established�its�Accreditation�Program�in
part�to�ensure�that�the�essential�standards�by�which�museums�are�judged�originate
from�within�the�profession”�(AAM,�2005b,�p.�5).�It�is�assuring�that�the�museum�has
provided�evidence�of�its�capabilities�within�the�community�of�museums�in�America.
However,�when�crossing�international�boundaries�to�provide�loans�of�cultural�artifacts,�it
would�be�reasonable�to�expect�that�an�accreditation�scheme�be�available�that�would
encompass�an�internationally�recognized�set�of�standards�for�quality�assurance,�one
with�a�wider�base�of�influence�than�the�AAM.�The�ISO�9000�series�of�international
standards�for�possesses�global�influence�and�may�fulfill�the�need�for�a�wider
accreditation�basis.
One�benefit�to�a�museum�acquiring�AAM�accreditation�is�that�the�museum
precludes�having�to�endure�an�in-depth,�time-consuming,�and�costly�examination�of�its
operations�each�time�an�interested�party�requires�detailed�information�about�the
museum’s�quality�of�operations.�As�shown�in�Figure�1,�the�process�of�AAM
accreditation�involves�an�AAM-directed�examination�of�an�operating�museum,�using�the
criteria�established�by�the�AAM.�If�the�museum�meets�the�criteria,�then�accreditation�is
granted,�and�the�museum�is�listed�by�the�AAM�as�holding�that�status.�Any�interested
party�who�seeks�assurances�of�the�museum’s�commitment�to�quality�and�high
standards�of�operation,�and�who�also�considers�the�AAM�accreditation�process�to�be�a
valid�one,�may�draw�certain�conclusions�concerning�the�museum’s�quality-related
operations�simply�as�a�consequence�of�the�museum’s�accreditation�status.�In�essence,
AAM�provides�assurance�to�the�interested�party�of�the�museum’s�integrity.
Page 17
9
Figure�1.�Accreditation�and�quality�systems�registration�as�evaluative�techniques.
MuseumOperationalEnvironment
Museum attributes &
activities
ISO 9000StandardsISO 9000
Standards
Criteria of theAmerican
AssociationOf
Museums
Criteria of theAmerican
AssociationOf
Museums
American Association of Museums
ISO 9000Registrar*
ANSI Registrar Accreditation
Board
International Organization for StandardizationAccreditation
Quality Systems
Registration
Conclusions concerning the quality-related operations of the museum
Conclusions concerning the quality-related operations of the museum
MuseumOperationalEnvironment
Museum attributes &
activities
ISO 9000StandardsISO 9000
Standards
Criteria of theAmerican
AssociationOf
Museums
Criteria of theAmerican
AssociationOf
Museums
American Association of Museums
ISO 9000Registrar*
ANSI Registrar Accreditation
Board
International Organization for StandardizationAccreditation
Quality Systems
Registration
Conclusions concerning the quality-related operations of the museum
Conclusions concerning the quality-related operations of the museum
Note.�*ISO�Registrar�–�A�third�party�who�can�direct�an�independent�examination�of�amuseum�as�an�ISO�9000�audit.
A�similar�process�is�involved�in�achieving�registration�to�the�ISO�9001�Standard.
As�shown�in�Figure�1,�a�third�party�registrar�could�direct�an�independent�examination�of
a�museum�as�an�ISO�9000�audit,�reviewing�the�organization’s�quality-related�processes
and�considering�the�degree�to�which�those�processes�reflect�the�museum’s
management�of�quality.�The�use�of�the�term�registrar�in�the�ISO�9001�auditing�process
has�no�relationship�to�the�role�of�a�museum�registrar;�the�terms�are�simply�coincidental.
A�museum�registrar�“organizes,�documents�and�coordinates�all�aspects�of�borrowing
and�lending�objects”�(Edson�&�Dean,�1996,�p.�20),�whereas�an�ISO�registrar�is�“a�third
party�organization�[who]�conducts�one�or�more�audits�of�an�organization�to�assess
conformance�to�the�appropriate�quality�system�standard”�(Peach,�2005,�p.�26).�An�ISO
registrar�obtains�authority�to�conduct�registration�audits�within�a�given�country�from�the
country’s�Registrar�Accreditation�Board,�which�is�an�affiliate�of�the�American�National
Standards�Institute�(ANSI)�in�the�United�States�(Peach,�2005).�The�ANSI�organization�is
Page 18
10
the�United�States’�representative�of�the�International�Organization�for�Standardization.
An�ISO�registrar�applies�the�globally-recognized�ISO�9001�Standard�as�criteria�for�the
certification�process.�If�a�museum�successfully�passes�the�audit,�the�museum�is
certified�as�having�its�QMS�registered�to�ISO�9001.�As�in�AAM�accreditation,�an
interested�party�may�receive�assurances�of�the�museum’s�commitment�to�quality�by
virtue�of�the�museum’s�ISO�9001�registration.
Significance�of�the�Research
Networked�resources�require�international�standards.�This�applies�to�the�physical
networks�that�are�inherent�in�museum�programs�for�sharing�of�physical�artifacts,�as�well
as�electronic�networks�for�the�sharing�of�information.�This�study�has�importance�in�two
areas�of�concern,�one�regarding�the�sharing�of�artifacts�and�collection�articles�among
international�institutions,�and�one�regarding�an�emphasis�on�world-class�operational
quality�within�an�organization.�Both�depend�upon�the�availability�of�standards�that
extend�beyond�local�accreditation.
The�ISO�9000�series�of�International�Standards�for�QMS�may�constitute�an
acceptable�answer�to�the�Getty�Conservative�Institute’s�call�for�internationally
recognized�and�accepted�standards.�If�the�ISO�9000�series�of�QMS�standards�is�found
to�be�applicable�to�the�museum�environment,�it�will�greatly�facilitate�the�exchange�of
cultural�artifacts�by�providing�evidence�of�suitability�of�an�organization�to�host�such
artifacts�across�political�and�geographic�boundaries.
As�more�digitization�projects�are�brought�on-line,�retrievable�information
becomes�more�readily�available�on�a�global�basis,�and�the�need�for�physically�locating
brick�and�mortar�institutions�near�the�user�base�may�decrease.�Objects�could�be�viewed
and�reviewed�on-line.�With�less�need�for�facilities�and�on-site�personnel,�an�institution’s
quality�of�on-line�service�can�become�a�significant�point�of�discrimination�from�that�of�its
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11
competition.�If�the�ISO�9000�series�of�QMS�standards�is�found�to�be�applicable�in�a
museum�environment,�it�may�provide�guidance�and�direction�in�achieving�and
maintaining�that�required�quality�of�service.
Purpose
The�purpose�of�this�study�was�to�identify�what�elements�of�a�given�quality
assurance�model�seemed�to�be�most�commonly�applicable�in�the�unique�environment
of�a�museum.�The�ISO�9000�family�of�International�Standards�was�designed�to�be
applicable�to�the�QMS�within�both�product�and�service�environments,�but�traditional
applications�have�been�within�the�context�of�profit-seeking�businesses�that�manufacture
a�product�for�sale�or�provide�a�remunerable�service.�This�study�used�an�established,
widely-accepted�model�of�quality�assurance,�the�International�Standard�ISO-9000�family
of�standards�for�QMS,�and�explored�the�applicability�of�the�requirements�of�the
International�Standard�ISO�9001-2000�Quality�Management�Systems�-�Requirements�to
a�museum�information�systems�environment.�The�central�focus�of�this�research�was�to
determine�the�degree�of�correspondence�between�the�elements�of�the�International
Standard�and�the�operational�QMS�within�the�information�systems�environment�of
museums.�By�comparing�the�quality�assurance�activities�and�associated�QMS
information�discovered�during�an�examination�of�museum�environments,�a�conclusion
was�made�regarding�the�following�hypothesis.
H1�-��The�use�of�the�International�Standard�ISO�9001-2000�is�applicable�to�the
quality�management�of�the�information�systems�in�a�museum�environment.
H0�-��Museum�environments�do�not�contain�enough�elements�of�the�ISO�9001-
2000�International�Standard�to�warrant�its�use.
Page 20
12
Research�Questions
The�research�questions�addressed�in�this�study�were�the�following:
1.� What�elements�of�the�ISO�9001-2000�International�Standard�model�for�QMS
are�found�in�museum�information�systems�environments?�(What�is�the
general�degree�of�correspondence�with�the�International�Standard?)
2.� What�process�approaches�do�museums�use�in�the�operationalization�of�the
ISO�9000�QMS�elements?�(Are�processes�in�existence�and�documented,�or
ad�hoc?)
3.� What�information�is�created�or�collected�to�provide�evidence�that�quality
management�activities�are�conducted?�(Do�QMS�records�exist?)
4.� What�information�is�created,�collected,�and�analyzed�to�provide�an�indication
of�the�museum’s�QMS�performance?�(What�are�the�measures�to�inform�of
QMS�effectiveness�or�efficiency?)
5.� What�activities�are�performed�to�improve�the�processes�associated�with�the
museum�QMS?�(What�are�the�measures�to�inform�of�process�variation
reduction?)
Methodology
This�initial�investigation�into�the�use�of�the�ISO�9000-2000�International�Standard
for�QMS�within�a�museum�environment�was�exploratory�and�was�conducted�with�a
case-study�approach.�This�approach�has�been�found�to�be�useful�in�obtaining
background�information�for�planning�major�investigations�in�the�social�sciences,�where
an�in-depth�investigation�of�a�social�unit�can�provide�a�complete,�well-organized�view�of
that�unit.
This�study�addressed�QMS�as�a�special�case�of�management�information
systems,�within�the�general�context�of�information�systems,�within�museum
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13
environments.�It�examined�the�QMS�of�a�large-city�public�museum�in�the�state�of�Texas.
As�an�accredited�art�museum,�it�is�representative�of�the�type�of�museum�most�often
accredited�by�the�AAM�(AAM,�2001).�Data�were�obtained�through�scripted�interviews
with�members�of�the�management�team�at�the�institution.�Data�were�also�obtained�from
the�Web�sites�of�universities�with�museum�studies�programs�and�from�the�Web�sites�of
professional�museum�associations.�The�study�investigated�the�degree�to�which�the
museum�found�that�it�fulfilled�the�51�primary�element�requirements�of�ISO�9001-2000
through�an�examination�of�the�one�to�five�associated�facets�of�each�requirement,�for�a
total�of�255�variables.
Comparisons�among�the�sets�of�data�from�one�category�of�requirement�to
another�provided�an�overview�of�similarities�and�differences�in�the�use�of�elements�of
the�ISO�9001-2000�International�Standard�in�a�museum�QMS.�The�degree�to�which
there�was�concurrence�in�the�categories�of�element�content�between�the�ISO�9001-
2000�standard�and�the�QMS�processes�of�the�museums�provided�indications�of�the
applicability�of�the�standard�to�a�museum�in�an�evaluative�capacity�such�as
accreditation.
Assumptions
The�design�of�this�case�study�was�predicated�upon�certain�conditions�that�were
assumed�to�be�inherently�true�in�museum�environments.�The�first�condition�involves�the
relationship�between�the�use�of�ISO�9000-2000�as�an�alternative�technique�of
evaluating�a�museum’s�approach�to�quality�and�current�techniques�that�involve�the
accreditation�processes�of�the�AAM.
Assumption�1:�Current�museum�accreditation�processes�provide�some�type�of
QMS�examination,�for�which�an�alternative�might�be�appropriate.
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14
The�second�condition�involved�the�collection�of�data.�The�use�of�the�scripted
interview�to�solicit�single�answers�to�each�element�of�the�ISO�9000-2000�required�a
knowledgeable�respondent�in�order�to�provide�the�data.�The�study�design�addressed
the�questions�to�a�member�of�the�top�management,�at�the�Director-level�or�Assistant
Director-level,�at�each�museum.
Assumption�2:�The�interviewed�respondent�at�each�museum�possessed
sufficient�depth�of�knowledge�of�the�operations�at�that�museum�and�provided
valid�answers�to�the�interview�questions.
Limitations
Three�major�limitations�were�inherent�in�the�use�of�the�case�study�approach�in
this�investigation,�although�two�can�be�accounted�for�at�this�time.�First,�because�case
studies�narrow�their�focus�to�a�few�units,�they�do�not�allow�valid�generalizations�to�the
population�from�which�their�units�were�drawn�until�follow-up�research�is�accomplished
(Isaac�&�Michael,�1997).�The�conclusions�drawn�from�this�investigation�will�not�enable�a
generalization�to�the�remaining�public�art�museums�in�Texas.�However,�the�intent�of�this
study�was�exploratory�only,�intended�to�determine�if�additional�detail�might�be�sought
under�more�stringent�conditions.
A�second�weakness�of�the�case�study�was�its�vulnerability�to�my�subjective�bias.
Such�bias�can�be�manifested�within�the�investigation�in�several�different�but�clearly
interrelated�ways.
The�case�itself�may�be�selected�because�of�its�dramatic,�rather�than�typical,
attributes;�or�because�it�neatly�fits�the�researcher’s�preconceptions.�To�the�extent
selective�judgments�rule�certain�data�in�or�out,�or�assign�a�high�or�low�value�to
their�significance,�or�place�them�in�one�context�rather�than�another,�subjective
interpretation�is�influencing�the�outcome.�(Isaac�&�Michael,�1997,�p.�52)
Page 23
15
This�investigation,�however,�used�a�pre-existing�standard,�with�pre-defined�elements�in
the�form�of�specified�QMS�requirements,�with�defined�facets�of�concern,�each�of�which
was�drawn�from�the�standard.�There�were�only�two�valid�responses�to�each�question,
Yes�or�No,�and�additional�elaboration�was�anecdotal�evidence�that�was�noted�and
confirmed�with�each�respondent.
The�third�limitation�related�to�the�veracity�of�the�respondents�who�provided
answers�for�the�interview�questionnaire.�Because�the�questions�were�oriented�toward
the�use�of�elements�of�a�QMS�within�the�respondent’s�organization,�there�may�have
been�an�inclination�by�the�respondents�to�view�the�interview�as�an�evaluation�of�their
organization’s�quality,�and�consequently�they�may�have�overstated�the�degree�to�which
the�ISO�9000�requirements�were�being�implemented�in�their�respective�organizations.
However,�at�the�beginning�of�the�interview,�I�emphasized�that�all�questions�related�to�an
assessment�of�International�Standards�model�as�it�fits�within�the�museum�environment
so�that�it�was�the�ISO�model�that�was�undergoing�an�evaluation.�This�was�reinforced
verbally�and�in�writing�through�the�Informed�Consent�form�that�was�read�to�and�signed
by�each�respondent.
Participant�Incentive
The�management�team�at�a�public�museum�has�many�functions�to�coordinate�in
the�operation�of�the�institution,�and�participation�in�this�study�could�have�been�seen�as
an�imposition�if�the�benefits�of�participation�were�not�clearly�understood.�Participation�in
the�study�required�3�to�4�hours�of�questioning,�so�the�respondent’s�thorough
understanding�of�its�value�was�critical�to�its�success.
The�value�of�this�study�lay�in�its�ground-breaking�approach�to�a�global�issue:�the
achievement�of�demonstrable�quality�in�the�management�of�quality�using�internationally
recognized�standards.�No�similar�studies�have�been�found�that�address�this�perspective
Page 24
16
within�a�museum�environment.�Through�the�content�of�the�interview�process,�the
participants�had�an�opportunity�to�learn�about�the�ISO�9001-2000�Standard�as�it�could
apply�in�their�organization.�These�museum�pioneers�will�be�early�contributors�to�the
body�of�research�that�may�help�them�design�and�use�quality�management�tools�that
work�for�their�environments.�The�use�of�an�international�standard�will�allow�them�to
compare�data�across�institutions�and�will�enable�their�involvement�in�the�development
of�globally�recognized�accreditation�tools.�Each�participant�received�a�copy�of�the
results�of�the�investigation�at�the�conclusion�of�the�study.
Terminology
This�study�used�much�of�the�vocabulary�of�the�ISO�9000�series�of�standards.
Many�of�the�terms�may�have�appeared�familiar�to�the�reader�but�were�given�new
contextual�meaning�within�the�application�of�the�ISO�9000;�therefore,�their�definitions
were�included.�The�following�terms�are�defined�in�the�ISO�9000�International�Standard
and�were�used�within�this�study�(American�Society�for�Quality,�2000a).
Requirement�is�defined�as�“a�need�or�expectation�that�is�stated,�generally
implied,�or�obligatory”�(ASQ,�2000a,�p.�7).�A�museum’s�patrons�have�requirements�for
the�services�provided�by�the�museum.�A�museum’s�quality�requirements�are
determined�by�the�museum’s�operations.�The�museum’s�QMS�requirements�are
specified�in�the�ISO�9001-2000�standard.
Quality�is�defined�as�“the�degree�to�which�a�set�of�inherent�characteristics�of�a
product�[or�service]�fulfills�requirements”�for�that�product�or�service�(ASQ,�2000b,�p.�7).
Customer�is�defined�as�the�final�user�of�the�organization’s�products�or�services;
client;�user;�patron.
Customer�satisfaction�is�defined�as�the�“perception�of�the�degree�to�which�the
customer’s�requirements�have�been�fulfilled”�(ASQ,�2000b,�p.�7).
Page 25
17
Conformity�is�defined�as�the�“fulfillment�of�a�requirement”�(ASQ,�2000b,�p.�12).
Non-conformity�is�defined�as�the�“non-fulfillment�of�a�requirement”�(ASQ,�2000b,
p.�13).
Quality�management�is�defined�as�the�“coordinated�activities�to�direct�and�control
an�organization�with�regard�to�quality”�(ASQ,�2000b,�p.�8).
Quality�management�system�is�defined�as�a�system�“to�direct�and�control�all
elements�and�activities�of�an�organization�that�affect�the�quality�of�the�organization’s
products�or�services”�(ASQ,�2000b,�p.�8).
Top�management��is�defined�as�the�“person�or�group�of�people�who�directs�and
controls�an�organization�at�the�highest�level”�(ASQ,�2000b,�p.�8).
Effectiveness�is�defined�as�the�“extent�to�which�planned�activities�are�realized
and�planned�results�are�achieved”�(ASQ,�2000b,�p.�9).
Efficiency�is�defined�as�the�“relationship�between�the�result�achieved�and�the
resources�used”�(ASQ,�2000b,�p.�9).
Process�is�defined�as�a�“set�of�interrelated�or�interacting�activities�which
transforms�inputs�into�outputs”�(ASQ,�2000b,�p.�10).
Product�is�defined�as�the�“result�of�a�process,”�taking�the�form�of�services,
software,�hardware,�or�processed�materials�(ASQ,�2000b,�p.�10).
Verification�is�defined�as�“confirmation,�through�the�provision�of�objective
evidence,�that�specified�requirements�have�been�fulfilled”�(ASQ,�2000b,�p.�15).
Validation��is�defined�as�“confirmation,�through�the�provision�of�objective
evidence,�that�the�requirements�for�a�specific�intended�end-use�or�application�have
been�fulfilled”�(ASQ,�2000b,�p.�15).
Page 26
18
CHAPTER�2
REVIEW�OF�RELATED�LITERATURE
Theoretical�Foundation
The�formative�years�of�information�inquiry,�as�a�field�of�research�and�application,
saw�many�names�become�well�established�as�foundational�thinkers�to�the�emerging
science.�Among�them�was�Wiener,�credited�with�the�establishment�of�cybernetics�as�a
field�of�theoretical�and�applied�research�(Blair,�1990).�His�work�on�information�flow�as�a
control�element�within�a�system�was�most�effectively�demonstrated�in�his�use�of
positional�feedback�in�anti-aircraft�batteries�to�better�control�the�aiming�of�guns�in�World
War�II�(Campbell,�1983).�Drawing�a�parallel�to�the�mechanical�governor�of�a�steam
engine�and�the�biological�homeostasis�of�the�human�body,�Wiener�(1951)�noted�that�his
feedback�loops�were�facilitated�by�the�advent�of�the�newest�technology�in�electronics:
In�these�feedback�systems�an�error�of�performance�is�returned�to�the�system�as
a�partial�basis�of�its�future�performance,�and�in�this�way�swings�up�and�swings
down�are�corrected�when�they�are�begun,�without�waiting�for�them�to�take�on
large�proportions.�At�present,�one�of�the�cheaper�means�for�introducing�such�a
correction�and�for�performing�the�combinations�which�make�it�possible,�is�the�use
of�the�vacuum�tube.�(p.�65)
Buckland�(1991)�classified�information�according�to�the�manner�in�which�it�is
used:�information-as-process,�information-as-knowledge,�and�information-as-thing.
Applying�Buckland’s�trilogy�of�information�definitions,�Wiener’s�feedback�loop�could�be
seen�as�information-as-process,�in�which�data�are�collected�and�analyzed�for�the
purpose�of�informing�on�errors�of�system�performance.�The�feedback�then�informs�the
system�about�existing�or�potential�errors�in�the�system’s�performance.�Although
Buckland�notes�that�Wiener�“asserted�that�information�is�information,�not�material�and
Page 27
19
not�energy”�(p.�4),�the�information-as-thing�definition�is�“used�attributively�for�objects,
such�as�data�and�documents�that�are�referred�to�as�information�because�they�are
regarded�as�being�informative”�(pp.�3-4).�Whether�or�not�the�feedback�data�are�stored
for�later�retrieval�and�analysis�into�information,�or�are�analyzed�immediately�and�stored
as�information�for�later�retrieval,�the�data�are�reasonable�candidates�for�inclusion�into
the�category�of�information-as-thing;�the�end�use�is�to�inform�and�provide�the�basis�of
controlled�modifications�to�an�operational�system.�This�study�interpreted�the�entity�in
the�feedback�loop�to�be�consistent�with�Buckland’s�information-as-thing,�for�it�was�a
tangible,�documented�entity�that�was�usually�stored,�retrieved,�and�used�to�inform.�The
concept�of�information-as-thing�is�finding�application�today�in�the�control�and
management�of�quality�in�operational�information�systems.�This�study�examined�a
manifestation�of�Wiener’s�cybernetic�principles�of�information�in�feedback�loops,�as
those�principles�have�become�embodied�in�the�form�of�the�requirements�of�the�ISO
9000-2000�International�Standards�for�QMS.
Background
To�provide�understanding�of�the�system�type�that�was�being�studied,�it�was
helpful�to�develop�a�sequence�of�explanations�that�began�with�the�concept�of�a
museum�as�an�information�system,�examining�the�types�of�activities�inherent�in�the
system.�From�there,�a�step�was�taken�to�illustrate�the�systems�that�provide�support�to�a
museum�operation,�and�then�focus�was�narrowed�to�a�specific�system�type,�QMS.�Next,
an�explanation�was�given�for�the�standards�that�are�used�in�the�international�community
to�assist�in�implementing�a�QMS.
Museums�as�Information�Systems
Buckland�(1991)�noted�that�libraries�are�long-established�forms�of�information
systems,�and�archives�and�records�management�are�related�examples�of�document-
Page 28
20
retrieval�systems.�He�broadened�the�concept�of�retrieval-based�information�systems�to
include�museums�because�they�exist�to�provide�access�to�information-bearing�materials
that�are�contained�within�the�museum�organization’s�collections.�Museums�exist�to
support�education�and�research,�and�like�archives,�libraries,�and�management
information�systems,�they�deal�with�potentially�informative�objects.�However,�they�have
not�been�traditionally�viewed�from�that�perspective.
Museums�are�of�special�interest�for�information�studies�because�they�represent�a
species�of�information�system�with�an�unusual�characteristic:�the�informative
material,�the�information-as-thing,�is�neither�data�nor�document�but�object.�The
objects�may�be�artifacts�or�natural.�Since�addressing�exceptional�cases�is
important�for�developing�theories,�it�is�regrettable�that�the�study�of�museums�as
information�systems�has�been�rather�neglected�in�information�science.�(p.�35)
The�nature�and�purpose�of�museums�firmly�places�them�within�the�scope�of�concern�in
information�systems.�Informative�objects�are�selected,�collected,�arranged,�described,
retrieved,�interpreted,�and�displayed�so�that�knowledge�may�be�increased�and
disseminated.�Researchers�use�museums�to�make�new�discoveries,�to�become
informed.�The�museum�functions�as�an�information�system�by�taking�its�inputs,�such�as
acquired�objects�along�with�various�materials�and�supplies,�and�acting�on�those�raw
materials�to�produce�a�singular�display�or�a�collection�exhibition,�along�with�researched
and�stored�information�about�the�objects�on�display.
As�shown�in�Figure�2,�the�processes�in�a�museum�consist�of�three�types�of
activities,�which�can�be�grouped�into�two�general�categories,�direct�and�indirect.�The
primary,�or�direct,�activities�are�those�that�directly�impact�the�objects�which�are�collected
and�exhibited,�such�as�the�curatorial�and�operational�activities.�Curation�activities
involve�the�registration,�care,�conservation,�and�research�of�the�collected�objects.�The
Page 29
21
museum�operations�activities�involve�the�creation�of�exhibitions�and�the�generation�of
public�education�programs.�Both�curation�and�operations�are�activities�whose�purposes
are�to�enable�the�museum�to�accomplish�its�mission�which�is�to�select,�collect,�arrange,
describe,�retrieve,�display,�and�interpret�the�objects�in�its�care.�Curation�and�operation
activities�provide�outputs,�often�interrelated,�in�the�form�of�conserved�objects,
exhibitions,�and�information�associated�with�the�objects�and�exhibitions�or�combined
into�educational�programs.�Secondary,�or�indirect,�activities�are�those�that�function�in
support�of�the�primary�activities,�usually�taking�the�form�of�administrative�duties.�These
include�human�resources�functions,�business�functions�such�as�purchasing�and
accounting,�and�facilities�security.
Figure�2.�The�direct�and�indirect�activities�of�a�museum�information�system.
Objects
Materials
Supplies
Administration�– personnel,�fund-raising,�purchasing,�accounting/business,�public�relations,�security
People MethodsFinancesMachines
Curation*�– Collection�registration,�collection�care,�conservation,�research
Operations*�– Exhibitions,�public�education
Objects
Information
Exhibits
Objects
Materials
Supplies
Administration�– personnel,�fund-raising,�purchasing,�accounting/business,�public�relations,�security
People MethodsFinancesMachines
Curation*�– Collection�registration,�collection�care,�conservation,�research
Operations*�– Exhibitions,�public�education
Objects
Information
Exhibits
Note.�*The�definitions�of�curation�and�operations�are�provided�by�Edson�and�Dean(1996,�p.�15).
Museums�provide�information�services.�No�products�are�designed,�developed,�or
manufactured�for�sale�to�a�consumer�or�business,�as�part�of�the�core�museum
operation,�beyond�public�relations�material.�No�raw�materials�are�created�or�harvested
for�use�as�supplies�to�a�down-stream�manufacturer,�although�raw�materials�are
consumed�in�the�production�of�exhibits.�The�museum�mission�and�goals�are�all�about
service,�but�in�a�discussion�of�the�problems�and�paradoxes�of�information�and
Page 30
22
information�systems,�Buckland�(1991)�raised�the�question�of�how�certain�information
services�survive.�In�systems�theory,�feedback�is�essential�for�the�organization�to�adapt
and�survive,�yet�Buckland�noted�that�many�information�services,�especially�non-
commercial,�public-funded�services,�such�as�libraries�and�museums,�appear�to�include
little�feedback�from�their�users.�The�feedback,�consistent�with�Wiener’s�controlling�loop,
appears�to�be�missing�from�the�museum�environment.�In�a�museum,�the�feedback
source�would�conceivably�be�a�patron�or�museum�visitor,�analogous�to�the�concept�of�a
customer�in�a�business�environment.
Customers�require�products�and�services�with�characteristics�that�satisfy�their
needs�and�expectations.�These�needs�and�expectations�are�expressed�in
product�specifications�and�collectively�referred�to�as�customer�requirements.
Customer�requirements�may�be�specified�contractually�by�the�customer�or�may
be�determined�by�the�organization�itself.�In�either�case,�the�customer�ultimately
determines�the�acceptability�of�the�product.�Because�customer�needs�and
expectations�are�changing,�and�because�of�competitive�pressures�and�technical
advances,�organizations�are�driven�to�improve�continually�their�products�and
services.�(ASQ,�2000a,�p.�1)
Changes�in�customer’s�needs�and�use�of�emerging�technologies�can�be
illustrated�by�the�many�digitization�projects�that�are�now�underway�in�libraries�and
museums,�both�to�digitize�the�collection�information�and�to�create�digitized
representations�of�the�artifacts�(Kravchyna,�2004).�It�is�possible�that�the�needs�and
expectations�of�the�on-line�user�would�be�different�from�those�of�the�visitor�to�the�brick
and�mortar�facilities.�Mechanisms�are�needed�to�capture�the�needs�of�the�different�user
groups�and�provide�indicators�of�the�performance�of�the�museum�information�system.
The�application�of�the�ISO�9000�standard�to�the�museum�environment�could�facilitate
Page 31
23
the�capture�and�analysis�of�feedback�data�from�the�user-base�and�the�subsequent
generation�of�information-as-thing�for�use�in�the�control�loop�of�the�museum’s�service
provisioning�system.
The�context�of�this�study�related�to�the�information�systems�of�museum
environments.�However,�there�are�several�classes�of�information�systems�within�a
museum�environment.�Some�systems�are�part�of�the�direct,�value-added�activities�of
the�museum’s�operations,�and�some�are�in�support�of�those�operations.�To�identify�the
system�of�concern,�it�was�necessary�to�further�refine�the�context�of�this�study.
Management�Information�Systems
A�management�information�system�(MIS)�is�an�integrated�system�for�providing
information�to�support�the�planning,�control,�and�operations�of�an�organization.�Figure�3
illustrates�a�typical�set�of�management�information�systems�in�support�of�the�primary
museum�activities.�It�aids�operations,�management,�and�decision�making�by�providing
past,�present,�and�future-oriented�information�about�internal�operations�and�external
intelligence�(Senn,�1990).�MIS�is�integrated�in�that�it�links�together�the�functional�areas
that�depend�on�each�other�to�accomplish�the�mission�of�the�organization.�The
management�information�systems�aid�the�various�functional�areas�of�the�organization�in
interoperating�and�conducting�the�activities�that�are�germane�to�the�organization’s
production�of�a�tangible�product�or�an�intangible�service.�“Management�information
systems�illustrate�how�information�systems�can�blend�in�with�other�sorts�of�systems.
The�data�that�are�input�for�the�information�system�are�commonly�and�efficiently�derived
as�a�by-product�of�other�functional�systems”�(Buckland,�1991,�pp.�31-32).�This�situation
is�well�illustrated�in�the�use�of�a�QMS.
Page 32
24
A�critical�function�of�management�is�making�decisions�and�solving�problems.
Although�some�are�unique,�others�occur�frequently�and�sometimes�with�a�degree�of
regularity.�In�all�cases,�timely�and�accurate�information�is�needed�in�order�to�make
The�management�information�systems�in�support�of�a�system’s�operations.
decisions�that�enable�the�organization�to�achieve�its�objectives.�Such�objectives�may�be
in�the�form�of�reductions�in�the�cost�of�operations,�in�terms�of�materials�or�personnel,�or
increased�productivity�of�the�production�processes.
Figure�3.�The�management�information�systems�in�support�of�a�system’s�operations.
Objects
Materials
Supplies
People MethodsFinancesMachines
Management�Information�Systems
Purchasing
Payroll SecurityHR�Mgmt
Accounting SalesMgmt
QualityMgmt
Curation*�– Collection�registration,�collection�care,�conservation,�research
Operations*�– Exhibitions,�public�education Objects
Information
Exhibits
Objects
Materials
Supplies
People MethodsFinancesMachines
Management�Information�Systems
Purchasing
Payroll SecurityHR�Mgmt
Accounting SalesMgmt
QualityMgmt
Curation*�– Collection�registration,�collection�care,�conservation,�research
Operations*�– Exhibitions,�public�education Objects
Information
Exhibits
Note.�*The�definitions�of�curation�and�operations�are�provided�by�Edson�and�Dean(1996,�p.�15).
Monitoring�the�ongoing�operations�and�comparing�the�measures�to�expectations
provides�insight�into�areas�where�adjustment�or�improvement�is�needed�as�well�as
areas�that�are�in�control�and�do�not�require�attention�(Senn,�1990).�The�capture�or
creation�of�operational�information�over�time�will�provide,�not�only�historical�records�and
present�status�but�also�allows�for�projections�into�the�future�concerning�states�to�be
achieved�or�risks�to�be�avoided.�The�information�will�enable�decisions�regarding�the
need�for�corrective�actions�where�necessary�or�can�serve�as�indicators�of�potential
problems�that�may�be�avoided�if�preventive�actions�are�taken.
Page 33
25
A�management�information�system�is�not�confined�to�only�internal�operations.
Events�and�opportunities�that�are�external�to�the�organization�must�also�be�monitored
for�indications�of�conditions�that�affect�or�could�affect�the�continued�operations�of�the
organization�or�the�future�success�of�the�enterprise.�Industry�regulations,�supplier
pricing,�international�trade�agreements,�emerging�technologies,�and�many�other�outside
influences�could�impact,�positively�or�otherwise,�the�operations�of�the�organization.
Measures�of�customer�satisfaction,�an�external�indicator,�can�provide�crucial
information�for�management�decisions,�both�strategically�and�tactically.
Whereas�the�general�context�of�this�study�was�an�environment�of�museum
information�systems,�this�study�focused�on�a�specific�classification�of�system,�the
management�information�systems�that�support�the�operations�within�the�museum
environment.�However,�this�further�refinement�of�context�was�still�insufficient�to�identify
the�system�of�interest.�There�are�multiple�types�of�information�systems�within�this�class
of�support�systems�(Senn,�1990).�This�study�focused�on�only�one�type,�the�QMS.
Quality�Management�Systems
QMS�is�a�system�for�directing�and�controlling�quality�in�an�organization.�QMS�is
used�to�control�all�the�elements�and�activities�of�an�enterprise�that�affect�the�quality�of
the�organization’s�products�or�services.�It�is�a�special�case�of�management�information
system�that�can�assist�organizations�in�enhancing�customer�(patron)�satisfaction�and
improving�the�overall�performance�of�a�museum’s�operational�systems.
The�multiple�functions�of�QMS�are�oriented�around�the�activities�that�enable�an
organization�to�track�its�customer�requirements�and�to�gauge�whether�the�requirements
have�been�met.�Such�functional�activities�are�interrelated�and�ongoing�but�generally
begin�with�an�analysis�of�customer�requirements.�This�is�an�externally-focused�function
that�seeks�to�identify�and�clarify�the�organization’s�customers’�needs�and�expectations,
Page 34
26
and�determine�whether�the�customers�are�satisfied�with�what�is�provided�to�them�in
response�to�the�organization’s�understanding�of�those�needs�and�expectations.�Those
externally-focused�activities�are�supported�by�two�internally-focused�functions,�the�first
of�which�consists�of�the�activities�necessary�for�the�creation�of�an�architecture�of�quality-
related�processes.�The�second�internally-focused�function�is�designed�to�enable�on-
going�control�and�improvement�of�the�architected�processes�(ASQ,�2000a).
The�QMS�concept�is�based�on�the�management�theory�of�Deming�(1982).�Soon
after�the�publication�of�his�seminal�work,�Out�of�the�Crisis,�the�manner�in�which
products�and�services�were�evaluated�began�to�change�in�the�United�States.�Primarily
as�a�consequence�of�Deming's�management�theory�with�its�process�orientation,�many
manufacturing�companies,�which�were�traditionally�production-driven�for�high�numbers
of�output�units,�began�shifting�their�focus�from�product�count�with�its�concomitant
evaluation�methods�of�inspection�to�the�processes�which�generated�the�products�along
with�an�accompanying�evaluation�of�the�quality�of�the�actual�processes.
Deming's�(1982)�theory�for�the�management�of�product�and�service�quality�called
for�the�adoption�of�a�paradigm�in�which�production�was�viewed�not�as�a�collection�of
sequenced�independent�activities,�but�instead�as�a�collection�if�highly�interrelated�and
very�interdependent�processes,�that�is�as�a�system�(see�Figure�4).�His�perspective�was
simple�in�its�implementation�directive:�use�informational�feedback�from�the�end�users
and�from�the�systems’�processes�to�standardize�and�improve�the�service�or�product
provisioning�processes�by�reducing�variation�in�the�system.�Reducing�the�process
variation�within�the�system�resulted�in�improvements�to�operational�performance�of�the
system.�Material�costs�could�be�reduced�because�less�raw�material�became�subject�to
waste.�Labor�costs�could�be�reduced�because�less�human�resources�were�required�to
Page 35
27
Figure�4.�Manufacturing�production�viewed�as�a�system�of�interdependent�processes.
Suppliers�of�materials�
and�equipment
Consumers
machines,�methods,�costs,�processes,�infrastructure
A
B
C
D
Production,�assembly,�inspection
Receipt�&�test�of�materials
Distribution
Design�and�redesign
Consumer�research
Production�flowInformation�feedback�flow
Suppliers�of�materials�
and�equipment
Consumers
machines,�methods,�costs,�processes,�infrastructure
A
B
C
D
Production,�assembly,�inspection
Receipt�&�test�of�materials
Distribution
Design�and�redesign
Consumer�research
Production�flowInformation�feedback�flow
Note.�Adaptation�from�Deming,�1982,�p.�4.
produce�a�given�number�of�items�where�all�items�were�judged�to�be�acceptable�for�use,
rather�than�also�producing�a�percentage�of�non-acceptable�items�that�required�rework.
Productivity�could�be�increased�because�the�reduction�or�elimination�of�the
creation�of�non-acceptable�products�and�services�allowed�the�manufacturer�to�generate
a�given�quantity�of�output�in�less�time.�The�overall�performance�of�the�system�was
improved�by�the�feedback�of�information�on�the�outputs�of�the�system,�and�the�resulting
final�quality�of�the�services�or�products�also�improved�as�a�consequence�of
improvements�to�the�system.
In�the�same�manner�that�Wiener�(as�cited�in�Blair,�1990)�used�informational
feedback�to�modify�and�adjust�the�performance�of�anti-aircraft�gun�batteries,�Deming
(as�cited�in�Reid,�2001)�used�informational�feedback�from�the�end�users�of�products
and�services�to�modify�the�system�of�design,�development,�and�production.�He
proposed�that�products�and�services�be�created�to�fulfill�the�needs�and�expectations�of
the�users�of�those�products�and�services,�and�that�the�quality�of�the�system�output�be
Page 36
28
judged�by�the�user.�He�stressed�that�the�consumer�is�the�most�important�consideration
throughout�the�product�realization�process.�Product�specifications�became�only�an
interim�step�between�the�user’s�requirements�and�the�production�of�the�system�output
to�fulfill�those�requirements.�It�was�Deming’s�work�in�the�manufacturing�plants�of�Japan
that�resulted�in�the�development�of�management�systems�designed�specifically�for�the
systemic�management�of�quality�through�the�management�of�processes.�Since�1987,
QMS�standards�have�evolved�to�provide�guidance�in�QMS�implementation�(Peach,
1994).�This�study�examined�the�use�of�QMS�within�a�museum�information�system
environment.
Standards�for�Quality�Management�Systems�–�The�ISO�Family
The�term�ISO,�from�the�Greek�root�isos�meaning�equal�or�uniform,�is�the�prefix
attached�to�all�International�Standards�developed�by�the�International�Organization�for
Standardization�consortium�of�member�nations�(American�Heritage�Dictionary,�1985).
The�prefix�ISO�was�chosen�to�reflect�the�purpose�of�the�standards,�which�is�to�provide
uniformity�in�the�elements�for�which�each�standard�is�written,�be�it�for�film�speeds�or�for
QMS.�The�ISO�9000�series�of�standards�was�developed�through�the�cooperative�efforts
of�an�international�organization�of�nations�in�an�attempt�to�provide�guidance�and
consistency�across�manufacturing�and�service�sectors�in�the�specification�of�QMS,
referred�to�in�the�singular�form�simply�as�a�QMS.�From�the�initial�full�consortium�of�97
member�nations,�55�of�the�members�collectively�agreed�to�certain�criteria�for�the
specification�of�an�internationally�recognized�system�for�the�management�of�quality.
The�criteria�and�system�concepts�became�embodied�in�the�ISO�9000�International
Standards.�Members�of�the�European�economic�community�were�early�adopters�of
these�representative�quality�standards�(Peach,�1994).�The�ISO�9000�International
Page 37
29
Standards�are�published�in�the�United�States�by�the�American�Society�for�Quality
(2000a).
The�requirements�of�a�QMS�are�described�and�specified�in�the�ISO�9000-2000
family�of�standards.�The�ISO�9000�family�of�standards�is�designed�for�use�by
organizations�that�desire�to�develop,�implement,�and�operate�a�system�for�the
management�of�the�quality�of�the�organization’s�final�outputs.�The�standards�explicitly
note�that�all�of�the�references�to�the�term�product�are�to�be�interpreted�as�equally
applying�to�services�(ASQ,�2000a).�There�are�no�restrictions�on�the�type�or�size�of�the
organization,�nor�are�there�any�limitations�on�the�industries�to�which�the�Standards�may
be�applied,�and�therefore�to�which�an�organization�may�belong.
The�ISO�9000�International�Standard�promotes�the�use�of�a�concept�where�any
activity,�or�set�of�activities,�that�uses�resources�to�transform�inputs�to�outputs�be
considered�as�a�process.�For�an�organization�to�function�effectively,�it�is�necessary�to
identify�and�manage�its�processes�as�a�unified,�interrelated�set�of�inter-dependent
activities�that�work�together�as�a�system.�The�output�of�one�process�often�directly�forms
the�input�to�the�next�process�or�processes�in�the�system,�and�the�interfaces�among�the
processes�must�be�managed.�Because�of�these�inter-dependencies,�changes�to�a
given�process�may�affect�the�operation�of�multiple�related�processes,�and�so�these,�too,
must�be�effectively�managed.
Figure�5�illustrates�the�process-based�QMS�of�the�ISO�9000�model.�This�model
shows�that�customers�and�interested�parties�play�a�significant�role�in�providing�their
requirements�as�inputs�to�the�organization.�Monitoring�the�satisfaction�of�interested
parties�requires�the�evaluation�of�informational�feedback�relating�to�the�perception�of
those�interested�parties�as�to�the�extent�to�which�their�needs�and�expectations�have
been�met.�This�must�be�more�than�a�satisfaction�indicator;�it�must�also�be�an�inquiry
Page 38
30
Figure�5.�ISO�9000�model�of�a�process-based�QMS.
Customers�(and�other�interested�
parties)
Requirements
Customers�(and�other�interested�
parties)
Satisfaction
Continual�improvement�of�the�quality�management�system
Resourcemanagement
Product/ServiceRealization
Measurement,Analysis�andimprovement
Management�responsibility
Product�orService
Value-adding�activities
Information�flow
Customers�(and�other�interested�
parties)
Requirements
Customers�(and�other�interested�
parties)
Satisfaction
Continual�improvement�of�the�quality�management�system
Resourcemanagement
Product/ServiceRealization
Measurement,Analysis�andimprovement
Management�responsibility
Product�orService
Value-adding�activities
Information�flow
Note.�ASQ,�2000a,�p.�3.�Used�with�permission�from�the�American�Society�for�Quality,Milwaukee,�WI.
into�the�attributes�and�characteristics�of�the�output,�so�that�corrective�or�preventive
actions�can�be�taken�to�eliminate�or�prevent�problems�in�the�systems�performance.
Originally�published�in�1987,�the�ISO�9000�standards�have�undergone�two
subsequent�revisions,�published�in�1994�and�2000,�hence�the�current�suffix�attached�to
the�standard’s�name.�The�family�consists�of�four�standards:�ISO�9000,�ISO�9001,
ISO�9004,�and�ISO�19011.�Whereas�three�of�the�documents�provide�knowledge�of�the
QMS�concepts�and�guidance�on�use,�the�ISO�9001-2000�International�Standard
delineates�the�specific�requirements�against�which�an�organization�could�receive
certification.�The�first�document�in�the�series,�ISO�9000,�provides�an�exposition�on�the
fundamental�concepts�of�general�QMS,�and�it�elaborates�on�the�terminology�used
throughout�the�documents.�That�terminology�is�used�extensively�in�this�study.�Building
upon�the�foundation�established�in�the�ISO�9000�standard,�the�ISO�9001�document
explicates�the�requirements�that�must�be�satisfied�in�an�organization’s�QMS�if�that
Page 39
31
system�is�to�become�certified�to�the�standard,�which�was�the�focus�of�this�study.�The
ISO�9004�document�extends�the�requirements�of�the�ISO�9001�document�in�that�it
provides�guidelines�that�consider�both�the�effectiveness�and�efficiency�of�the�QMS.�The
aim�of�the�standard�is�the�improvement�of�the�performance�of�the�organization�and
satisfaction�of�customers�and�other�interested�parties.�(ASQ,�2000a).�Whereas�the�ISO
9001�standard�focused�on�the�customer,�the�ISO�9004�document�is�more�focused�on
improving�the�organization.�The�fourth�document�in�the�series,�ISO�19011,�provides
guidance�on�the�processes�of�auditing�quality�and�environment�systems.
QMS�requirements�are�generic�in�that�they�apply�to�any�organization�in�any
industry;�there�are�no�restrictions�for�application�to�only�profit-motivated�or�product-
generating�organizations.�The�QMS�requirements�begin�with�the�identification�of�the
processes�that�affect�product�or�service�quality�throughout�the�organization.�Those
quality-related�processes�must�then�be�appropriately�sequenced,�and�the�interactions
among�the�processes�must�be�clearly�delineated.�Criteria�must�be�established�for�an
evaluation�of�the�processes’�inputs�and�outputs,�and�procedures�must�be�developed
and�documented�for�implementing�the�methods�of�operation�and�control�that�will
guarantee�the�effectiveness�of�the�processes.�Records�must�be�established�and
maintained�to�provide�evidence�of�effective�operation�of�the�QMS.
An�organization�must�ensure�the�availability�of�resources�and�information
necessary�to�support�the�operation�and�monitoring�of�the�quality-related�processes.�The
quality-related�processes�must�be�actively�monitored,�measured,�and�analyzed�for�their
effectiveness�and�efficiency.�As�a�final�facet�of�each�requirement,�the�organization�also
must�implement�any�actions�necessary�to�achieve�the�planned�results�and�the�continual
improvement�of�the�quality-related�processes�(ASQ,�2000b).
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ISO�9000�in�Museum�Environments
The�ISO�9000�series�of�QMS�standards�was�last�revised�and�published�in�2000.
To�reduce�the�variation�that�would�result�from�assessing�studies�on�the�older�versions
of�the�standards,�research�was�intentionally�limited�to�only�that�which�has�been�written
in�the�current�version�of�the�standards.�A�search�of�UMI�ProQuest�Digital�Dissertations
for�works�on�ISO�9000�found�a�total�of�107�citations�covering�masters’�theses�and
doctoral�dissertations,�40�of�which�were�published�in�2000�or�later.�Abstracts�of�these
documents�were�reviewed�for�relevance�to�this�study,�and�only�one�appeared�germane
to�the�information�profession;�it�referenced�a�library�environment.
Because�the�ISO�standards�are�international�in�scope,�and�much�adoption�has
taken�place�prior�to�the�United�States�taking�an�active�interest,�it�was�thought�that�some
mention�might�be�made�of�museums�in�the�single�study�of�libraries.�However,�that�was
not�the�case.�In�that�study,�Praditteera�(2001)�examined�the�quality�assurance�models
at�54�academic�libraries�under�the�supervision�of�Thailand’s�Ministry�of�University
Affairs,�finding�eight�that�were�using�the�ISO�9000�International�Standards.�The�benefits
and�challenges�of�the�implementation�process�were�examined.�High�costs,
documentation,�excess�time�demands,�and�a�lack�of�ISO�training�were�major�obstacles.
“Promoting�a�good�image,�improving�services,�and�increasing�quality�awareness”�were
important�benefits�(p.1).�No�mention�was�made�of�use�of�the�ISO�9000�International
Standards�in�museums.
A�search�in�Library�Literature�and�Information�Science�Full�Text�produced
articles�on�ISO�9000�in�libraries,�but�nothing�on�museums.�A�search�of�Museum
International�returned�no�results�when�searched�under�ISO�9000.�Broadening�the
search�to�include�quality�standards�also�revealed�nothing.�A�search�of�Museum
Management�and�Curatorship�returned�articles�on�quality,�but�nothing�on�ISO�9000.�A
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search�on�WorldCat�revealed�nothing�using�search�terms�ISO�9000�and�museum.
Changing�museum�to�library�provided�more�than�400�results.�However,�this�study
focused�on�museums,�and�the�searches�were�terminated.
Summary
Based�on�the�above�literature�review,�I�have�concluded�that�the�implementation
of�the�ISO�9000�series�of�quality�management�standards�to�museum�environments
appears�to�be�fertile�ground�for�exploratory�research.�Nothing�was�revealed�in�the
literature�to�indicate�that�attempts�have�been�made�to�ascertain�the�applicability�of�the
elements�of�the�ISO�9000�model�to�the�unique�information�systems�environment
inherent�in�a�museum.
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CHAPTER�3
METHODOLOGY�AND�RESEARCH�DESIGN
Introduction
This�was�an�initial�investigation�into�the�applicability�of�the�ISO�9000-2000�series
of�International�Standards�for�QMS�within�museum�environments.�Specifically,�this
study�used�the�ISO�9001-2000�International�Standard�for�requirements�of�the�quality
management�standards.�The�research�was�exploratory�and�was�conducted�with�a�case-
study�approach.�Such�an�approach�has�been�found�to�be�particularly�useful�as
background�information�for�planning�major�investigations�in�the�social�sciences.�The
case�study�method�has�characteristics�that�demonstrate�its�applicability�in�this�research.
Case�studies�are�in-depth�investigations�of�a�given�social�unit�resulting�in�a
complete,�well-organized�picture�of�that�unit.�Depending�upon�the�purpose,�the
scope�of�the�study�may�encompass�an�entire�life�cycle�or�only�a�selected
segment;�it�may�concentrate�upon�specific�factors�or�take�in�the�totality�of
elements�and�events.�Compared�to�a�survey�study�which�tends�to�examine�a
small�number�of�variables�across�a�large�sample�of�units,�the�case�study�tends�to
examine�a�small�number�of�units�across�a�large�number�of�variables�and
conditions.�(Isaac�&�Michael,�1997,�p.�52)
Although�many�management�information�systems�exist�within�an�operational
enterprise,�this�study�concentrated�upon�only�the�quality�management�systems�(QMS).
It�targeted�three�museums’�quality�management�systems�through�interviews�with
members�of�the�management�team�at�a�large-city,�public�art�museum.�The�study
investigated�the�degree�to�which�the�museum�found�that�it�fulfilled�the�51�primary
element�requirements�of�ISO�9001-2000�through�an�examination�of�the�one�to�five
associated�facets�of�each�requirement,�for�a�total�of�255�variables.
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35
The�method�of�constant�comparison��was�used�to�collect�the�data.�This�“involves
the�researcher�in�analysis�from�the�very�start�along�with�observation.�Each�item�in�the
notes�is�coded�in�terms�of�the�dimension�or�concept�of�which�it�is�an�indicator”
(Krathwohl,�1993,�p.�325).�Using�the�elements�of�the�ISO�9000�standard,�the�data
collection�instrument�was�structured�to�guide�the�specific�inquiry�for�each�dimension,�or
facet,�of�each�requirement.�I�collected�data�with�an�interview�script�on�which�I�recorded
Yes�and�No�responses�along�with�anecdotal�evidence�of�examples.�Additional�data
were�obtained�from�Web�sites�of�universities�with�museum�studies�programs�and�from
Web�sites�of�museum�associations.
Comparisons�among�the�sets�of�data�from�one�organization�to�another�provided
an�overview�of�similarities�and�differences�in�the�use�of�elements�of�the�ISO�9001-2000
standard�in�museum�QMS.�The�degree�to�which�there�was�concurrence�in�the
categories�of�element�content�between�the�ISO�9001-2000�standard�and�the�QMS
processes�of�the�museums�provided�indications�of�the�applicability�of�the�standard�to
museums�in�an�evaluative�capacity,�such�as�accreditation.
Design�Framework
The�study�used�an�interview�questionnaire�to�collect�data�from�management
personnel�at�three�public�art�museums.�A�survey�of�current�and�previously�accredited
museums�found�that�42%�of�museums�of�all�types,�sizes,�and�governance�were�art
museums�(AAM�2001,�p.�52).�Therefore,�the�selected�museum�for�this�study
represented�the�typical�museum�that�would�be�accredited�by�the�American�Association
of�Museums�(AAM).�The�data�were�aggregated�within�the�sub-categories�for�analysis
against�each�respective�category�of�the�standard.�Although�anecdotal�data�were
collected�for�the�accompanying�facets�of�each�requirement,�the�primary�area�of�interest
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36
and�analysis�was�the�existence�or�absence�of�processes�to�accomplish�each
requirement.
Steps�in�the�Study�Process
The�study�consisted�of�the�following�steps:
1.� Identify�the�targeted�museums�to�examine�based�on�similarity�in�type,�size,
and�mission.
2.� Identify�an�initial�contact�person�at�each�museum.
3.� Mail�an�introductory�letter�to�the�director�of�each�museum,�outlining�the�study
and�soliciting�their�participation.
4.� Telephone�the�initial�contact�person�and�briefly�explain�the�research,
requesting�verbal�contact�with�member(s)�of�management�who�were�able�and
willing�to�provide�responses�to�interview�questions.
5.� Telephone�intended�management�respondents,�explain�research,�and
request�to�schedule�interview.
6.� Deliver�a�copy�of�primary�questions�to�participating�management�respondents
four�business�days�ahead�of�interview.
7.� Meet�respondent;�explain�and�obtain�informed�consent.
8.� Conduct�interview�as�planned:�read�the�text�of�each�requirement,�record�Yes
and�No�answers�to�questions�on�the�questionnaire�form,�and�digitally�record
the�anecdotal�evidence.
9.� Analyze�respondents’�answers�to�each�ISO�9001-2000�requirement�and
facets�of�each�requirement�(where�applicable)�in�terms�of�occurrences�of
processes,�documentation,�records,�measurements,�and�improvement
activities.
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37
10.��Compare�and�contrast�the�requirements�of�the�ISO�Standard�with�the
museums’�environments�and�describe�the�degree�of�correspondence.
11.��Provide�conclusions�regarding�the�hypothesis.
Interview�Instrument
General
The�interview�questions�addressed�the�overall�development,�implementation,
and�improvement�of�the�museum’s�QMS.�The�interview�items�were�organized�to�parallel
the�enumerated�content�of�the�sections�of�the�ISO�9001-2000�standard.�The�instrument
contained�51�items,�each�with�introductory�text,�and�a�series�of�questions�to�be�read�to
the�interviewee.
The�sequence�of�questioning�about�each�of�the�51�ISO�9001-2000�requirements
opened�with�me�verbally�reading�the�text�of�the�requirement.�The�subsequent�inquiry
consisted�of�a�primary�question�that�captured�the�overall�concept�of�the�ISO�9001-2000
requirement,�asking�if�a�process�existed�to�fulfill�the�requirement,�followed�by�a�set�of
secondary�questions�that�sought�further�information�about�the�remaining�four�facets�of
the�same�requirement.�The�primary�and�secondary�set�of�questions�related�to�the
museum’s�use�of�processes,�documentation,�records,�measures,�and�improvement
activities�as�they�related�to�the�concept�of�the�primary�question.�The�primary�question
was�asked�in�all�cases.�However,�if�the�respondent’s�answer�to�the�primary�question
was�No,�then�no�further�questions�were�asked�relative�to�that�element.�If�the
respondent’s�answer�to�the�primary�question�was�Yes,�then�secondary�questions�were
addressed�for�the�remaining�facets�of�that�requirement.
Figure�6�illustrates�the�questioning�process.�The�text�of�a�general�requirement
relating�to�quality�policies,�within�the�category�of�Management�Responsibility,�was�read
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38
Figure�6.�Questioning�format.
�5��Management�responsibility5.3��Quality�policy
Top�management�shall�ensure�that�the�quality�policy:�����a)��is�appropriate�to�the�purpose�of�the�organization,�����b)��includes�a�commitment�to�comply�with�requirements�and�continually������������improve�the�effectiveness�of�the�quality�management�system,�����c)��provides�a�framework�for�establishibg�and�reviewing�quality�objectives,�����d)��is�communicated�and�understood�within�the�organization,�and�����e)��is�reviewed�for�continuing�suitability.
Item�8:��Has�the�leadership�of�the�museum�developed�the�museum’s�quality�policy?Does�a�process�exist�to�accomplish�this�task?��������������������������������Y���/���N
Description:
Is�the�process�documented?�������������������������������������������������������������������Y���/���NDescription:
Do�records�result�from�executing�the�process?������������������������������Y���/���NDescription:
Are�measures�of�the�process�made�in�the�process?�������������������Y���/���NDescription:
Are�activities�undertaken�to�improve�the�process?���������������������Y���/���NDescription:
to�the�respondent.�Then�I�asked�the�primary�question,�“Does�a�process�exist�to
accomplish�this?”�If�the�answer�was�No,�I�captured�that�response�on�the�survey
instrument�by�circling�N�and�continued�on�to�the�next�ISO�9001-2000�requirement�on�a
subsequent�page.�If�the�answer�was�Yes,�I�captured�that�response�on�the�survey
instrument�by�circling�Y�and�also�captured�any�anecdotal�evidence�relative�to�that
answer.�Therefore,�a�complete�set�of�five�questions,�addressing�each�facet�of�a
requirement,�was�asked,�if�appropriate:
1.�Does�a�process�exist�to�accomplish�this?
2.�Is�the�process�documented?
3.�Do�records�result�from�executing�the�process?
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39
4.�Are�measures�of�the�process�made�in�the�process?
5.�Are�activities�undertaken�to�improve�the�process?
The�questions�were�asked�and�documented�as�shown�in�Figure�6.
Each�question�had�an�area�on�the�interview�data�collection�sheet�to�document
anecdotal�examples�from�the�respondent�for�each�element�of�the�interview.�A�digital
voice�recorder�was�used�to�capture�the�anecdotal�data.�In�this�way,�a�total�of�five
elements�were�captured�for�each�ISO�9001�requirement.
Instrument�Categories
Sections�1�through�3�of�the�ISO�9001-2000�International�Standard�are
introductory�to�the�QMS�requirement�specifications,�whereas�Sections�4�through�8
contain�the�full�set�of�QMS�requirements.�The�following�sections�of�the�International
Standard�formed�the�basis�of�the�categories�of�interview�questions.
Section�4�-�Quality�Management�System
Section�5�-�Management�Responsibility
Section�6�-�Resource�Management
Section�7�-�Product�Realization
Section�8�-�Measurement,�Analysis�and�Improvement�(ASQ,�2000b)
Each�category�is�described�here,�with�each�of�the�ISO�9001�requirements�within�each
category�summarized�as�an�item�of�general�inquiry.�Within�the�following�five�categories,
the�51�items�of�general�inquiry�describe�the�intent�of�the�ISO�9001�requirement.
However,�the�actual�questions,�as�asked�of�the�respondent,�took�the�form�of�inquiry�into
the�five�facets�of�process,�documentation,�records,�measurements,�and�improvement,
as�noted�earlier�in�this�discussion.
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40
Intent�of�the�Quality�Management�System�Category
The�first�category�of�requirements,�Quality�Management�System,�contains�a�set
of�framework�specifications�that�focuses�on�the�overall�QMS�of�the�organization�and�the
resulting�documentation�associated�with�the�QMS.�As�a�general�requirement,�“The
organization�shall�establish,�document,�implement�and�maintain�a�quality�management
system�and�continually�improve�its�effectiveness�in�accordance�with�the�requirements�of
this�International�Standard”�(ASQ,�2000b,�p.�2).�Specifically,�the�organization�should
identify�its�QMS�processes�and�establish�the�sequence�and�interaction�of�those
processes.�The�organization�should�determine�the�criteria�and�methods�needed�to
ensure�that�both�the�operation�and�control�of�the�QMS�processes�are�effective.�It
should�ensure�the�availability�of�resources�and�information�necessary�to�support�the
operation�and�monitoring�of�the�QMS�processes.�It�should�monitor,�measure,�and
analyze�the�processes,�and�it�should�implement�any�necessary�actions�to�achieve�the
planned�results�and�to�achieve�the�continual�improvement�of�the�processes�(ASQ,
2000b).�ISO�9001-2000�requirements�are�specified�for�the�following�subcategories:
(a)�general�QMS�requirements,�and�(b)�documentation�requirements.
Requirements�of�the�Quality�Management�System�Category
General�requirements.
The�general�QMS�requirement�is�that�the�organization�should�develop,
implement,�support,�and�improve�its�QMS�(ASQ,�2000b).�The�ISO�9001-2000�Standard
lists�six�constituent�processes�that�are�part�of�the�single�requirement.�One�interview
item�related�to�the�general�requirements:
Interview�Item�1.�Has�the�museum�developed�and�implemented�a�QMS?
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41
Documentation�requirements.
The�QMS�should�develop�system�documents�that�include�statements�of�the
quality�policy�and�quality�objectives,�a�quality�manual�describing�the�QMS,�documented
procedures�to�ensure�effective�planning,�operation�and�control�of�the�QMS�processes,
and�records�required�by�the�International�Standard�(ASQ,�2000a).�The�ISO�9000
vocabulary�discriminates�between�documents�as�a�general�concept,�and�records�as
specific�types�of�documents�whose�intended�purpose�is�to�serve�as�evidence�of
“activities�performed�or�results�achieved”�(ASQ,�2000a,�p.4).�One�general�requirement
and�three�specific�requirements�produced�four�interview�items�in�this�group:
Interview�Item�2.�Does�the�museum�have�documentation�of�its�QMS?
Interview�Item�3.�Has�the�museum�developed�a�quality�manual�that�addresses
system�scope,�processes,�and�procedures?
Interview�Item�4.�Does�the�museum�control�the�QMS�process�documents?
Interview�Item�5.�Does�the�museum�control�the�QMS�process�records?
Intent�of�the�Management�Responsibility�Category
The�second�category�of�ISO�9001-2000�requirements�also�contains�a�set�of
framework�specifications.�This�set�focuses�on�responsibilities�of�the�organization’s
highest�levels�of�management�as�those�responsibilities�relate�to�the�organization’s
QMS.�One�of�the�eight�stated�principles�of�quality�management�is�that�an�organization’s
leadership�is�responsible�for�establishing�that�organization’s�purpose�and�direction,�and
for�creating�an�environment�in�which�personnel�can�become�fully�involved�in�achieving
the�organization’s�defined�objectives.�(ASQ,�2000b).�ISO�9001-2000�requirements�are
specified�for�the�following�subcategories:�(a)�management�commitment,�(b)�customer
focus,�(c)�quality�policy,�(d)�planning,�(e)�responsibility,�authority,�and�communication,
and�(f)�management�review.
Page 50
42
Requirements�of�the�Management�Responsibility�Category
Management�commitment.
The�ISO�9001�Standard�states�that��personnel�in�leadership�positions�will
“provide�evidence�of�their�commitment�to�the�development�and�implementation�of�the
quality�management�system�and�to�continually�improving�its�effectiveness”�(ASQ,
2000b,�p.�3).�One�interview�item�covered�this�requirement:
Interview�Item�6.�Does�the�museum�management�promote�the�importance�of
quality?
Customer�focus.
The�purpose�of�any�product�or�service-oriented�system�is�to�provide�products�or
services�to�a�defined�customer�base.�In�the�case�of�public�art�museums,�the�customer
is�the�museum�patron.�The�ISO�9001�standard�requires�the�top�management�of�the
organization�to�“ensure�that�customer�[patron]�requirements�are�determined�and�are
met�with�the�aim�of�enhancing�customer�[patron]�satisfaction”�(ASQ,�2000b,�p.�4).�One
interview�item�covered�this�requirement:
Interview�Item�7.�Does�museum�management�ensure�that�patron�requirements
are�determined?
Quality�policy.
To�provide�direction�to�the�activities�of�a�QMS,�the�Standard�requires�that�top
management�codify�the�philosophical�intent�of�its�quality�program�in�a�statement�of
quality�policy.�The�ISO�9001�Standard�specifies�that�management�should�ensure�that
the�quality�policy�is�appropriate�to�the�purpose�of�the�organization,�and�that�it�include�a
“commitment�to�comply�with�requirements�and�continually�improve�the�effectiveness�of
the�QMS”�(ASQ,�2000b,�p.�4).�One�interview�item�covered�this�requirement.
Page 51
43
Interview�Item�8.�Has�the�leadership�of�the�museum�developed�the�museum’s
quality�policy?
Planning.
One�of�the�functions�of�any�organization’s�top�management�is�to�conduct
strategic�planning�for�the�organization�and�direct�activities�of�tactical�and�operational
planning�throughout�the�organization,�determining�broad�organizational�goals�and
specific�objectives�for�the�functional�units�within�the�organization.�The�ISO�9001
Standard�holds�senior�management�responsible�for�ensuring�that�quality�objectives�are
established�at�relevant�levels�of�the�organization,�and�that�the�objectives�are
measurable�and�consistent�with�the�quality�policy.�In�addition�to�planning�for�the
museum’s�strategic�and�ongoing�operations,�senior�leadership�is�held�responsible�for
ensuring�that�planning�is�conducted�for�the�development,�implementation,�and
improvement�of�the�QMS�(ASQ,�2000b).�Two�items�covered�this�requirement�group:
Interview�Item�9.�Does�the�leadership�of�the�museum�ensure�that�measurable,
consistent�quality�objectives�are�established�at�relevant�functions�and�levels�of�the
organization?
Interview�Item�10.�Does�the�leadership�of�the�museum�ensure�that�planning�is
conducted�for�the�development,�implementation,�and�improvement�of�the�QMS?
Responsibility,�authority,�and�communication.
Management�should�ensure�that�responsibilities�and�authorities�are�well�defined
and�communicated�throughout�the�organization.�Whereas�the�previous�requirement
specified�that�management�is�to�be�involved,�this�requirement�specifies�an�appropriate
level�of�accountability.�The�ISO�9001�Standard�requires�that�a�member�of�management
be�designated�to�be�accountable�for�development,�implementation,�maintenance,�and
improvement�of�the�QMS.�It�also�requires�that�communication�processes�be�established
Page 52
44
to�provide�information�on�the�effectiveness�of�the�QMS�(ASQ,�2000b).�Three�items
covered�this�requirement�group:
Interview�Item�11.�Does�leadership�of�the�museum�ensure�that�responsibilities
and�authorities�of�the�participants�in�the�QMS�are�defined�and�communicated?
Interview�Item�12.�Has�the�leadership�of�the�museum�appointed�a�member�of
management�with�the�responsibility�and�authority�to�ensure�the�development,
implementation,�maintenance,�and�improvement�of�the�QMS?
Interview�Item�13.�Does�a�member�of�management�communicate�to�the
organization�the�effectiveness�of�the�QMS?
Management�review.
In�addition�to�establishing�the�basic�quality�plans�of�the�organization,�top
management�should�review�the�organization’s�QMS�at�planned�intervals�to�ensure�its
continuing�suitability,�adequacy,�and�effectiveness.�This�review�should�include�the
assessment�of�opportunities�for�improvement�and�changes�to�the�QMS,�including
changes�to�the�quality�policy�and�the�quality�objectives.�The�ISO�9001�Standard
specifies�that�records�from�the�management�reviews�must�be�maintained�(ASQ,
2000b).�Three�items�covered�this�requirement�group:
Interview�Item�14.�Does�leadership�of�the�museum�conduct�reviews�of�the�QMS
at�planned�intervals?
Interview�Item�15.�Does�leadership�of�the�museum�conduct�reviews�of�the�QMS
using�information�such�as�audit�reviews,�patron�feedback,�process�performance�data,
service�conformity�data,�corrective�action�status,�or�recommendations�for�improvement?
Interview�Item�16.�Does�leadership�of�the�museum�conduct�reviews�that�include
decisions�and�actions�related�to�effectiveness�of�the�QMS�and�its�processes,
improvement�of�services�relative�to�patron�requirements,�or�resource�needs?
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45
Intent�of�the�Resource�Management�Category
The�third�category�of�the�ISO�9001-2000�Standard�contains�an�additional�set�of
framework�specifications.�This�set�focuses�on�the�various�types�of�resources�that�are
needed�to�support�the�development�and�implementation�of�the�organization’s�QMS.�ISO
9001-2000�requirements�are�specified�for�the�following�subcategories:�(a)�general
provision�of�resources,�human�resources,�infrastructure,�and�(b)�work�environment
(ASQ,�2000b).
Requirements�of�the�Resource�Management�Category
Provision�of�resources.
This�general�requirement�states�that�the�organization�should�include�a�process�in
its�planning�to�determine�and�provide�the�resources�needed�to�implement,�maintain,
and�improve�the�effectiveness�of�the�QMS,�and�to�enhance�customer�(patron)
satisfaction�(ASQ,�2000b).�One�interview�item�was�needed�for�this�requirement:
Interview�Item�17.�Does�the�museum�determine�and�provide�the�resources
needed�to�support�and�improve�the�QMS?
Human�resources.
The�Standard�requires�that�personnel�performing�work�that�can�affect�the�final
product�(service)�quality�“be�competent�on�the�basis�of�appropriate�education,�training,
skills,�and�experience”�(ASQ,�2000b,�p.�6).�It�specifies�that�an�organization�determine
the�requisite�personnel�competencies,�provide�training�or�other�actions�to�satisfy�those
needs,�and�then�evaluate�the�effectiveness�of�the�training.�It�is�also�necessary�to
communicate�the�relevance�of�personnel�activities�to�the�achievement�of�quality
objectives.�The�Standard�specifies�that�the�organization�maintain�records�of�personnel
education,�training,�skills,�and�experience�(ASQ,�2000b).�Two�interview�items�covered
this�requirement:
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46
Interview�Item�18.�Does�the�museum�determine�the�necessary�competencies�for
personnel�performing�work�that�affects�the�quality�of�products�or�services?
Interview�Item�19.�Does�the�museum�provide�training�or�take�actions�to�satisfy
those�needs�and�evaluate�its�effectiveness?
Infrastructure.
Infrastructure�is�another�resource�that�requires�planning.�This�includes�the
physical�facilities�such�as�buildings,�workspace,�and�utilities.�It�includes�operational
process�equipment�and�office�equipment�such�as�hardware�and�software.�Supporting
services�such�as�transportation�or�communication�capabilities�are�part�of�the
infrastructure.�The�Standard�requires�that�the�organization�“determine,�provide,�and
maintain�the�infrastructure�needed�to�achieve�conformity�to�its�product�[service]
requirements”�(ASQ,�2000b,�p.�6).�One�interview�item�covered�this�requirement.
Interview�Item�20.�Does�the�museum�determine,�provide,�and�maintain�the
infrastructure�needed�to�achieve�conformity�to�its�product�or�service�requirements?
Work�environment.
The�work�environment�is�the�third�type�of�resource�that�the�Standard�addresses.
It�is�the�manner�in�which�the�totality�of�personnel�and�infrastructure�function�as�a
cohesive�unit�in�the�achievement�of�the�organization’s�quality�objectives.�The�Standard
requirement�simply�states�that�an�organization�“determine�and�manage�the�work
environment�needed�to�achieve�conformity�to�product�[service]�requirements”�(ASQ,
2000b,�p.�6).�One�interview�item�covered�this�requirement:
Interview�Item�21.�Does�the�organization�determine�and�manage�the�work
environment�needed�to�achieve�conformity�to�product�(service)�requirements?
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47
Intent�of�the�Product�(Service)�Realization�Category
The�fourth�category�of�the�ISO�9000-2000�requirements�contains�a�collection�of
product�and�service�process�specifications.�This�category�focuses�on�the�processes
that�an�organization�uses�in�the�provisioning�of�the�products�that�it�develops�or�the
services�that�it�provides.�Within�a�library�or�museum,�it�is�the�set�of�processes�that�the
organization�uses�to�select,�collect,�store,�retrieve,�and�exhibit�items�that�are�expected
to�be�informative.�ISO�9001-2000�requirements�are�specified�for�the�following
subcategories:�(a)�planning�of�product�realization,�(b)�customer-related�processes,
(c)�design�and�development,�(d)�purchasing,�(e)�product�and�service�provision,�and
(f)�control�of�monitoring�and�measuring�devices.
Requirements�of�the�Product�Realization�Category
Planning�of�product�(service)�realization.
The�Standard�states�that�an�organization�should�plan�and�develop�the�processes
needed�for�product�(service)�realization.�However,�there�is�some�latitude�allowed�in�this
requirement�as�the�components�are�specified�to�be�used�“as�appropriate”�(ASQ,�2000b,
p.�6).�The�planning�should�include�a�determination�of�the�requirements�of�the�product
(service)�and�the�quality�objectives�associated�with�it.�The�plans�may�address�any�need
for�the�establishment�of�new�processes�and�documents,�and�any�resources�that�would
be�required.�The�plans�may�address�the�need�for�verification,�validation,�monitoring,
inspection,�and�test�activities�specific�to�the�product�or�service,�and�the�criteria�for
product�or�service�acceptance.�The�planning�activities�might�also�address�the�issue�of
any�records�that�might�be�required�to�“provide�evidence�that�the�realization�processes
and�the�resulting�product�[or�service]�meet�their�requirements”�(ASQ,�2000b,�p.�6).�One
interview�item�covered�this�requirement:
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48
Interview�Item�22.�Does�the�organization�conduct�product�realization�planning
that�considers�other�relevant�processes�in�the�organization?
Customer-related�processes.
There�are�three�types�of�customer-related�processes�that�are�important�to
product�and�service�realization.�The�fundamental�principles�of�quality�management
include�a�focus�on�the�final�customer.�“Organizations�depend�on�their�customers�and
therefore�should�understand�current�and�future�customer�needs,�should�meet�customer
requirements�and�strive�to�exceed�customer�expectations”��(ASQ,�2000a,�p.�ix).
The�customer’s�requirements�of�the�product�or�service�must�be�determined,�but
they�will�not�be�limited�to�those�specified�by�the�customer.�Requirements�are�not�always
overtly�stated;�some�may�take�the�form�of�unspoken�expectations�relative�to�unspecified
criteria,�such�as�ease-of-use�or�included�documentation,�(e.g.,�a�user’s�manual).�Other
requirements�may�be�reasonably�assumed�by�the�customer�as�a�consequence�of�the
product�or�service�falling�within�the�influence�of�certain�statutory�or�regulatory
constraints�(ASQ,�2000b).�The�organization�must�actively�seek�to�discover�all�relevant
requirements,�stated�or�not.
The�standard�requires�that�an�organization�also�conduct�a�review�of�the
customer’s�requirements�and�expectations�in�order�to�confirm�an�understanding�of
those�requirements.�This�is�to�be�done�prior�to�entering�any�contract�or�any�commitment
to�provide�the�product�or�service.�The�review�is�intended�to�provide�the�organization
with�the�opportunity�to�review�its�own�capabilities�for�meeting�the�intended
requirements.�In�conjunction�with�this,�the�organization�must�implement�a�formal
communications�mechanism�to�provide�and�track�product�and�service�information,
customer�inquiries,�and�customer�feedback,�including�complaints�(ASQ,�2000b).�Three
interview�items�covered�this�requirement:
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49
Interview�Item�23.�Does�the�museum�identify�the�full�range�of�requirements�for�its
products�or�services?
Interview�Item�24.�Does�the�organization�conduct�reviews�of�product�and�service
requirements�with�its�customers�and�patrons?
Interview�Item�25.�Does�the�organization�possess�an�operational�mechanism�for
communicating�with�its�customers?
Design�and�development.
Organizations�exist�to�create�products�or�to�provide�services.�It�is�the�set�of
processes�associated�with�those�core�activities�that�constitute�the�largest�group�of
quality�system�requirements�in�the�ISO�9001-2000�Standard.
The�Standard�states�that�the�organization�should�plan�and�control�the�design�and
development�of�its�products�or�services.�The�organization�should�determine�the�stages
within�the�design�and�development�cycles,�and�establish�the�appropriate�points�of
review,�verification,�and�validation�at�each�stage.�The�responsibilities�and�associated
authorities�for�each�of�the�design�and�development�groups�should�be�clearly�delineated.
The�organization�should�consider�the�interfaces�between�various�groups�and�ensure
that�effective�communications�occur�(ASQ,�2000b).
Design�and�development�processes�depend�upon�certain�inputs,�not�the�least�of
which�are�in�the�set�of�product�or�service�requirements�obtained�from�the�customer.�The
standard�requires�that�the�organization�determine�these�inputs;�review�them�for
adequacy�in�terms�of�functional�and�performance�criteria,�statutory�and�regulatory
requirements;�and�ensure�that�the�requirements�are�“complete,�unambiguous,�and�not
in�conflict�with�one�another”�(ASQ,�2000b,�p.�8).
The�design�and�development�cycle�provides�one�or�more�outputs�that�are�the
result�of�certain�value-added�activities�within�the�organization.�The�Standard�specifies
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50
that�those�outputs�must�be�provided�in�a�form�that�enables�a�comparison�against�the
design�and�development�inputs,�and�where�necessary,�provide�additional�appropriate
information�for�purchasing�or�service�provision.�The�Standard�clearly�discriminates
between�the�concept�of�verification�and�that�of�validation.�It�requires�that�both�occur.
Whereas�verification�compares�the�design�and�development�outputs�to�the�inputs�of
that�cycle�to�ensure�that�the�item�was�developed�as�it�was�designed,�the�validation�of�a
product�or�service�compares�the�product�or�service�to�its�intended�use�(ASQ,�2000b).
Changes�to�the�designs�for�products�and�services�are�often�necessary�during�the
development�stages�of�the�design�and�development�cycle�and�cannot�be�ignored�until�a
new�product�or�service�is�newly�designed.�The�ISO�Standard�recognizes�this�and
accounts�for�that�necessity�by�specifying�that�intended�changes�be�done�in�an�orderly
and�controlled�manner.�The�Standard�requires�that�“changes�shall�be�reviewed,�verified
and�validated,�as�appropriate,�and�approved�before�implementation”�(ASQ,�2000b,
pp.�8-9).�Seven�interview�items�were�necessary�to�capture�the�enumerated�elements
with�this�subcategory:
Interview�Item�26.�Does�the�museum�plan�and�control�the�design�and
development�of�its�products�and�services?
Interview�Item�27.�Does�the�museum�review�all�inputs�to�the�design�and
development�of�its�services�for�their�adequacy�in�terms�of�ambiguity�or�conflict?
Interview�Item�28.�Does�the�museum�ensure�that�outputs�of�design�and
development�are�in�a�form�to�enable�verification�against�design�and�development
inputs?
Interview�Item�29.�Does�the�museum�conduct�design�and�development�reviews
to�evaluate�the�ability�of�the�results�of�design�and�development�to�meet�requirements?
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51
Interview�Item�30.�Does�the�museum�perform�verification�of�design�and
development�outputs�to�ensure�they�have�met�the�design�and�development�input
requirements?
Interview�Item�31.�Does�the�museum�perform�validation�to�ensure�that�the
resulting�product�or�service�is�capable�of�meeting�the�requirements�for�the�specified
application�or�intended�use?
Interview�Item�32.�Does�the�museum�control�its�design�and�development
changes?
Purchasing.
If�an�organization�purchases�products�or�services�from�an�outside�supplier,�and
those�supplied�products�or�services�can�affect�the�quality�of�the�organization’s�final
products�or�services,�it�is�necessary�to�exercise�a�level�of�control�over�those�purchases
that�extends�beyond�financial�considerations.�The�Standard�requires�that�the
organization�ensure�that�purchased�products�and�services�conform�to�the�organization’s
specified�requirements.�In�addition�to�product�descriptions,�purchasing�information�may
contain�requirements�for�approval�or,�in�the�case�of�purchased�services,�requirements
for�qualifications�of�personnel.�If�necessary,�the�organization�should�perform�inspection
activities�on�product�receipt�or�verification�activities�at�supplier�sites�with�its�suppliers
(ASQ,�2000b).�Three�interview�items�captured�this�group�of�requirements:
Interview�Item�33.�Does�the�museum�ensure�that�purchased�products�and
services,�which�can�affect�service�quality,�conform�to�purchase�requirements?
Interview�Item�34.�Does�the�museum�provide�product�and�service�requirement
specifications�to�its�suppliers?
Interview�Item�35.�Does�the�museum�conduct�verification�or�inspection�activities
on�its�purchased�products�or�services?
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52
Production�and�service�provision.
This�subcategory�is�the�second�largest�within�the�set�of�Product�Realization
requirements.�It�involves�the�processes�used�to�achieve�the�goals�and�objectives�of�the
organization�as�it�follows�its�stated�mission.�The�Standard�requires�the�organization
plan�and�conduct�its�provisioning�processes�under�controlled�conditions,�including�the
following:�availability�of�information�on�characteristics�of�the�product;�work�instructions;
availability�and�use�of�monitoring�and�measuring�devices;�and�release,�delivery,�and
post-delivery�activities.�The�Standard�also�requires�that�validation�activities�be
conducted�on�the�processes�in�cases�where�verification�activities�cannot�be�used�to
ensure�conformity�to�specifications.�To�ensure�traceability,�a�method�should�be�used�to
identify�products�throughout�the�provisioning�process�(ASQ,�2000b).
When�necessary�to�provide�examples�of�finished�products�or�services,
prototypes�or�mockups�sometimes�are�developed�by�the�customer�and�used�by�the
organization.�If�any�property�belonging�to�a�customer�(patron)�is�used�in�the
provisioning�process,�the�organization�should�have�methods�to�identify,�verify,�protect,
and�safeguard�it.�If�packaging�or�transportation�is�required�for�the�products�and
services,�the�organization�should�ensure�that�the�conformity�of�the�final�product�is�not
invalidated�during�delivery�(ASQ,�2000b).�Five�interview�items�captured�this�group�of
requirements:
Interview�Item�36.�Does�the�museum�conduct�provisioning�activities�under
controlled�conditions?
Interview�Item�37.�Does�the�museum�conduct�validation�activities�on�its
provisioning�processes�if�outputs�cannot�be�verified�by�monitoring�or�measuring?
Interview�Item�38.�Does�the�museum�identify�its�products�and�services
throughout�the�provisioning�processes?
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53
Interview�Item�39.�Does�the�museum�ensure�the�safeguarding�of�customer
property?
Interview�Item�40.�Does�the�museum�ensure�preservation�of�product�and�service
conformity�during�packaging�and�delivery?
Control�of�monitoring�and�measuring�devices.
The�final�stage�in�the�provisioning�of�a�product�or�service�requires�a�method�to
ensure�that�the�output�conforms�to�the�initial�determined�requirements.�In�lieu�of
validation�on�all�outputs,�monitoring�and�measuring�devices�may�be�used�to�provide
evidence�of�conformity.�Where�this�is�done,�the�organization�is�required�to�establish
processes�to�ensure�the�validity�of�its�measures�through�methods�of�equipment
calibration,�verification�of�calibration�status,�and�procedures�to�ensure�that
measurement�devices�are�protected�“from�damage�or�deterioration�during�handling�or
storage”�(ASQ,�2000b,�p.�11).�One�interview�item�covered�this�requirement:
Interview�Item�41.�Does�the�museum�ensure�that�monitoring�and�measuring
devices�are�consistent�with�monitoring�and�measuring�requirements?
Intent�of�the�Measurement,�Analysis,�and�Improvement�Category
The�last�category�of�the�ISO�9000-2000�requirements�contains�another�set�of
framework�specifications.�This�series�focuses�on�the�various�types�of�feedback�that�are
captured�from�the�QMS�processes�and�the�manner�in�which�the�feedback�is�used.�ISO
9001-2000�requirements�are�specified�for�the�following:�(a)�general�measure�and
analysis�processes,�(b)�monitoring�and�measurement,�(c)�control�of�nonconforming
products�and�services,�(d)�analysis�of�data,�and�(e)�improvement.
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54
Requirements�of�the�Measurement,�Analysis,�and�Improvement�Category
General�requirement.
The�Standard�requires�that�an�organization�plan�and�implement�monitoring�and
measurement�processes�necessary�to�demonstrate�conformity�of�products�and�services
to�requirements.�It�also�requires�processes�“to�ensure�conformity�of�the�quality
management�system”�and�processes�to�analyze�feedback�information�“to�improve�the
effectiveness�of�the�QMS”�(ASQ,�2000b,�p.�11).�One�interview�item�covered�this
requirement:
Interview�Item�42.�Does�the�museum�plan�and�implement�processes�for
monitoring,�measurement,�analysis,�and�improvement?
Monitoring�and�measurement.
The�fundamental�purpose�of�a�QMS�is�to�acquire�feedback�from�the�user�(i.e.,
customer�or�patron)�of�the�organization’s�end�products�or�services�and�use�that
information�to�modify�and�improve�the�overall�provisioning�system.�Customer�feedback
is�the�primary�measurement�of�the�performance�of�the�QMS,�so�the�Standard�requires
that�an�organization�monitor�information�relating�to�the�customer�perception�of�whether
the�organization�has�met�customer�requirements.�The�organization�is�required�to�have
defined�methods�for�doing�this.�In�addition�to�measuring�external�performance,�the
organization�is�required�to�perform�internal�audits�to�determine�the�effectiveness�of�the
QMS�and�to�ensure�that�the�QMS�conforms�to�quality�requirements�of�the�organization.
The�standard�requires�monitoring�and�measurements�of�the�processes�of�the�QMS�and
the�final�products�and�services�of�the�organization.�Where�planned�results�are�not
achieved,�the�organization�must�have�plans�for�correction�and�corrective�actions�to
ensure�conformity�(ASQ,�2000b).�Four�interview�items�captured�the�intent�of�this
requirement:
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55
Interview�Item�43.�Does�the�museum�monitor�the�performance�of�the�QMS
through�measurements�of�patron�satisfaction?
Interview�Item�44.�Does�the�museum�conduct�internal�audits�on�the�QMS?
Interview�Item�45.�Does�the�museum�monitor�and�measure�the�appropriate�QMS
processes?
Interview�Item�46.�Does�the�museum�monitor�and�measure�the�characteristics�of
its�final�products�and�services?
Control�of�nonconforming�product�(service).
In�the�event�that�products�and�services�are�found�to�be�nonconforming,�the
Standard�requires�that�an�organization�ensure�that�the�product�is�properly�identified�and
prevented�from�unintentionally�entering�the�delivery�cycle.�Any�deviations�from�the
procedures�for�doing�so,�such�as�agreement�from�the�customer�for�acceptance�of�the
nonconformity,�require�that�special�responsibilities�and�authorities�be�defined.�If�a
nonconforming�product�is�corrected,�there�must�be�methods�for�re-verification�to�original
requirements�(ASQ,�2000b).�One�interview�item�covered�this�requirement:
Interview�Item�47.�Does�the�museum�ensure�that�nonconforming�products�and
services�are�appropriately�controlled?
Analysis�of�data.
The�purpose�of�feedback�into�the�QMS�is�to�enable�management�to�make
informed�modifications�to�the�system.�The�Standard�requires�that�an�organization
“determine,�collect�and�analyze�appropriate�data�to�demonstrate�the�suitability�and
effectiveness�of�the�quality�management�system�and�to�evaluate�where�continual
improvement�of�the�effectiveness�of�the�quality�management�system�can�be�made”
(ASQ,�2000b,�p.�12).�Information�should�be�collected�on�customer�satisfaction,
conformity�to�product�and�service�requirements,�the�characteristics�and�trends�of
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56
products�and�processes�that�could�illuminate�opportunities�for�preventive�actions,�and
suppliers.�One�interview�item�covered�this�requirement:
Interview�Item�48.�Does�the�museum�collect�and�analyze�data�from�multiple
sources�to�inform�of�system�modification�opportunities?
Improvement.
One�of�the�principles�of�quality�management�is�that�continual�improvement�of�an
organization’s�overall�performance�should�be�a�permanent�objective�of�the�organization.
The�Standard�requires�it�and�specifies�three�perspectives.�The�first�perspective�focuses
on�improvement�through�the�use�of�a�quality�policy,�quality�objectives,�audit�results�and
management�reviews.�The�second�perspective�is�a�corrective�action�focus�on�an
analysis�of�data�to�eliminate�causes�of�nonconformity�in�order�to�prevent�recurrence�of
the�nonconformity�in�future�products�and�services.�The�third�perspective�is�a�preventive
action�focus�on�analysis�of�data�to�identify�and�eliminate�potential�problems�before�they
occur�(ASQ,�2000b,�p.13).�Three�interview�items�captured�the�intent�of�this�requirement:
Interview�Item�49.�Does�the�museum�continually�improve�the�effectiveness�of�its
QMS�through�use�of�quality�policies,�quality�objectives,�audits,�and�management
reviews?
Interview�Item�50.�Does�the�museum�conduct�informed�corrective�actions�on
nonconforming�products�and�processes?
Interview�Item�51.�Does�the�museum�conduct�informed�preventive�actions�on
potentially�nonconforming�products�and�processes?
Analysis
The�data�were�analyzed�from�two�perspectives,�one�quantitative�and�one
qualitative.�The�number�of�requirements�of�the�ISO�Standard�that�were�found�to�be
addressed�in�the�museum�were�tabulated�by�category,�subcategory,�and�facets�found
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57
on�each�requirement�and�were�analyzed�for�levels�of�commonality�across�the
categories.�The�data�representing�the�requirements�that�were�found�to�be�addressed�in
the�museum�were�examined�to�determine�if�any�trends�existed�in�the�use�of
documentation,�records,�measurements,�or�improvement�activities.�The�anecdotal
evidence�for�each�requirement�was�aggregated�by�requirement,�by�requirement�group,
and�by�category�and�examined�to�determine�if�common�elements�existed�within�the
museum�environment�in�the�approach�to�QMS�issues.
Analysis�of�responses�to�the�first�and�second�facets�of�each�requirement�was
used�to�answer�the�second�research�question,�What�process�approaches�does�the
museum�use�in�the�operationalization�of�the�ISO�9000�QMS�elements?�(Are�processes
in�existence�and�documented,�or�ad�hoc?).�Analysis�of�responses�to�the�third�facet�was
used�to�answer�the�third�research�question,�What�information�is�created�or�collected�to
provide�evidence�that�quality�management�activities�are�conducted?�(Do�QMS�records
exist?).�Analysis�of�responses�to�the�fourth�facet�was�used�to�answer�the�fourth
research�question,�What�information�is�created,�collected,�and�analyzed�to�provide�an
indication�of�the�museum’s�QMS�performance?�(What�are�the�measures�to�inform�of
QMS�effectiveness�or�efficiency?).�Analysis�of�responses�to�the�fifth�facet�was�used�to
answer�the�fifth�research�question,�What�activities�are�performed�to�improve�the
processes�associated�with�the�museum�QMS?�(What�are�the�measures�to�inform�of
process�variation�reduction?).�Analysis�of�the�tabulated�responses�to�the�five�facets�of
the�51�requirements�was�used�to�answer�the�first�research�question,�What�elements�of
the�ISO-9001-2000�International�Standard�model�for�QMS�are�found�in�museum
information�systems�environments?�(What�is�the�general�degree�of�correspondence
with�the�International�Standard?).
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Expected�Results
The�respondent�museums�were�established�institutions.�Each�museum�had�been
in�operation�for�greater�than�10�years.�To�continue�to�acquire�the�types�of�objects�the
museums�add�to�their�collections�requires�a�level�of�professionalism�and�patron
generosity�that�speaks�well�of�the�museum.�It�was�intuitively�obvious�to�me�that�the
museums�would�have�many�of�the�capabilities�of�a�QMS,�at�least�in�an�ad�hoc�manner.
The�university�museum�study�Web�sites�are�in�well-established�institutions.�All�of
the�programs�were�associated�with�either�operational�museums,�with�some�museum
personnel�serving�on�the�faculty�of�the�programs,�or�with�affiliated�museums�which
offered�internships�for�the�programs’�participants.�It�was�reasonable�to�expect�that�the
museum�programs�would�offer�courses�that�reflected�the�need�for�high�quality�in
museum�operations�and�that�the�course�descriptions�would�contain�information�to�that
end.
The�Web�sites�of�associations�of�museum�professionals�reflected�a�discipline
with�a�broad�constituency�of�museum�types.�The�two�selected�organizations�have�been
in�operation�for�greater�than�20�years�and�represent�a�large�list�of�member�institutions,
both�within�the�United�States�and�internationally.�It�was�reasonable�to�expect�that
information�about�member�institutions’�activities�could�be�found�in�publicly-available
materials�describing�the�associations’�expectations�of�its�members�and�that�some�of�the
activities�would�be�quality-related.�What�was�unclear�in�the�three�mentioned�sources
was�an�identification�of�the�specific�functional�elements�of�the�ISO�9000�model�that
would�be�manifested�in�(a)�verbal�descriptions�of�an�operational�museum’s�operations,
(b)�course�descriptions�in�museum�studies�programs,�and�(c)�publicity�information
available�from�museum�associations,�and�what�dimensions�of�those�functional�elements
would�be�most�often�in�evidence.
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CHAPTER�4
DATA�AND�ANALYSIS
Review�of�the�Research�Design
This�research�focused�on�an�information�system.�Specifically,�this�study
examined�the�quality�management�system�(QMS)�as�the�special�case�of�a�management
information�system�within�the�general�context�of�a�museum�environment.�The�goal�was
to�identify�the�quality�management�concepts�found�in�a�museum�environment,�as�that
environment�is�compared�to�the�elements�of�the�ISO�9000�International�Standard�(IS)
for�QMS.�As�shown�in�Figure�7,�identification�of�the�same�concepts�within�the�museum
provided�evidence�that�allowed�me�to�make�conclusions�relative�to�the�applicability�of
the�ISO�9000�IS�as�an�evaluative�technique�to�the�museum�environment.
Figure�7.�Original�design�of�the�study�for�operational�environments.
ExistingFunctions
ISO�9000StandardsISO�9000
Standards
OperationalEnvironment
Activities�affecting�quality
RequiredFunctions
?
Information�System
Museum�activities
Conclusions�about�ISO�9001�as�an�evaluative�alternative
Quality-related ISO�9001-specified
ExistingFunctions
ISO�9000StandardsISO�9000
Standards
OperationalEnvironment
Activities�affecting�quality
RequiredFunctions
?
Information�System
Museum�activities
Conclusions�about�ISO�9001�as�an�evaluative�alternative
Quality-related ISO�9001-specified
The�design�was�intended�to�obtain�data�in�two�ways,�directly�through�structured
interviews�of�museum�personnel�and�indirectly�through�virtual�interviews�of�triangulating
data�sources�that�could�provide�another�perspective�to�the�study.�As�a�consequence�of
unforeseen�circumstances,�the�live�interviewing�process�was�truncated,�leaving�the
alternative�virtual�sources�to�carry�the�weight�of�the�study.�Although�the�truncation
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imposed�a�limit�on�the�depth�to�which�the�study�could�be�taken,�it�offered�the�prospect
of�increasing�the�breadth�of�the�study�through�an�expansion�of�the�numbers�of�Web
sites�reviewed.�The�increase�in�numbers�of�Web�sites�reviewed�provided�a�concomitant
increase�in�the�number�of�opportunities�to�discover�examples�of�quality-related�activities
in�the�data.
Analysis�Framework
The�method�of�content�analysis�described�by�Krippendorff�(1980)�consists�of�a
framework�of�activities,�beginning�with�a�thorough�explanation�of�the�data.�For�this
study,�a�datum�is�a�term�or�a�phrase�that�is�found�in�the�source�material�which
corresponds�directly,�or�correlates�in�its�meaning,�to�one�or�more�of�the�concepts
embodied�in�the�ISO�9001�Standard.�For�example,�the�term�patron�or�visitor�in�a
museum�environment�would�have�a�meaning�comparable�to�and�therefore�correlate
semantically�to�customer�in�the�ISO�IS.�The�data�are�the�primitives�of�the�analysis�and
take�the�form�of�words�and�phrases�associated�with�QMS.
In�the�content�analysis,�the�“data�are�made�available,�[but]�their�context�is
constructed�by�the�content�analyst�to�include�all�surrounding�conditions,�antecedent,
coexisting,�or�consequent”�(Krippendorff,�1980,�p.�26).�The�context�of�the�data�in�this
study�was�the�QMS�of�the�museum�environment.�The�environment�may�be�subjected�to
direct�examination�through�on-site�observation�of�its�operation�or�by�interviewing�the
participants�within�it.�The�target�environment�can�also�be�subjected�to�an�indirect
examination�by�focusing�on�established�surrogates,�not�for�the�museum�per�se,�but�for
the�information�being�sought�from�it.�In�this�case,�the�surrogates�consisted�of�the
museum�environments�as�defined�by�two�authorities.�The�first�authority�was�found�in
the�form�of�schools�of�museum�studies�that�prepare�personnel�for�professional�roles
within�the�museum�environment.�The�second�authority�was�in�the�form�of�professional
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associations�germane�to�the�discipline�where�practicing�professionals�congregate,
either�physically�in�annual�conferences�or�virtually�through�membership�and�readership
of�the�associations’�publications.
The�target,�or�aim,�of�this�content�analysis�was�to�determine�if�elements�of�the
ISO�Standard�are�present�in�the�museum�environment.�The�environment�was
represented�by�selected�surrogates�who�provided�evidentiary�data�for�the�content
analysis.�According�to�Krippendorff�(1980),�“The�target�is�what�the�analyst�will�want�to
know�about.�Since�content�analysis�provides�vicarious�knowledge,�information�about
something�not�directly�observed,�this�target�is�located�in�the�variable�portion�of�the
context�of�available�data”�(p.�27).�Although�the�target�context�was�an�operational
museum�environment,�surrogates�provided�the�data�for�this�analysis.
Identification�of�the�Data�Sources
The�International�Council�of�Museums�(ICOM)�lists�30�institutions�in�the�United
States�offering�programs�in�museum�studies�(ICOM,�2005c).�Some�of�the�listed
institutions�offer�full�graduate�degrees�in�Museum�Science�or�Museum�Studies,
whereas�others�are�associated�with�various�university�departments,�such�as�art�or
history,�and�offer�certificates�of�Museum�Studies�in�conjunction�with�a�degree�in�the
respective�department’s�discipline.�No�attempt�was�made�to�discriminate�among�the
institutions�as�candidate�data�sources�based�solely�on�their�individual�scope�of�offering.
It�was�assumed�that�regardless�of�institutional�program�scope,�if�a�topic�was�listed�as�a
competency�or�as�subject�matter�in�a�program’s�Web�site,�the�existence�of�the�item�on
the�list�was�sufficient�to�warrant�its�correlation�to�the�context�of�the�elements�of�the�ISO
International�Standard.�All�institutions�were�considered�as�candidates�for�source
material.�However,�to�limit�the�amount�of�data�to�a�manageable�set�for�the�purposes�of
this�exploratory�study,�a�sample�was�drawn�from�the�United�States�list.
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62
To�generate�a�sample�from�the�population�of�institutions�in�the�United�States,�the
listed�entries�were�numbered�from�1�to�30.�A�table�of�random�numbers�was�used�to
select�10�institutions�from�the�list.�Table�1�provides�a�list�of�the�selected�institutions.
Table�1The�Selected�Set�of�Institutions�with�Museum�Studies�Programs�and�their�URL
Institution URL�as�Listed�by�theInternational�Council�on�Museums
Baylor�University,�Waco,�TX
George�Washington�University,Washington,�DC
John�F.�Kennedy�University,�Pleasant�Hill,CA
San�Francisco�State�University,�SanFrancisco,�CA
Seton�Hall�University,�South�Orange,�NJ
Syracuse�University,�Syracuse,�NY
Texas�Tech�University,�Lubbock,�TX
University�of�Colorado,�Boulder,�CO
University�of�Kansas,�Lawrence,�KS
University�of�Nebraska,�Lincoln,�NE*
http://www.baylor.edu/Museum_Studies/
http://museumstudies.si.edu/
http://www.jfku.edu/?a=libarts_museum_ma&cid=2&spid1=78&spid2=84&spid3=86
http://www.sfsu/edu/-museumst/
http://artsci.shu.edu/mp/
http://vpa.syr.edu/grad/curriculum/museumCurric.cfm?ProgramID=museum&SchoolName=art
http://www.depts.ttu.edu/officialpublications/courses/MUSM.html
http:cumuseum.colorado.edu/MFS/courses.html
http://www.ku.edu/-museumst/program.html
http://www.unl.edu/museumstudies/
Note.�*Removed�from�the�study�due�to�closure�of�the�program.One�of�the�listed�institutions�was�found�to�have�a�URL�that�returned�a�file�not�found.
Subsequent�investigation�revealed�the�institution’s�program�recently�had�been
eliminated�(J.�Karr,�personal�communication,�March�1,�2005),�although�the�ICOM�listing
did�not�reflect�the�change.�The�institution�was�removed,�without�replacement,�from�the
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63
data�collection�task.�The�remaining�nine�institutions’�Web�sites�were�used�as
information�sources�from�which�data�were�obtained�in�the�published�content�of�museum
studies�programs.�I�replaced�each�institution’s�name�with�a�letter�designation�to�ensure
confidentiality.�Although�the�original�data�were�retained�and�are�available,�all�references
to�specific�institutions�were�made�with�the�designations�such�as�Program�A�and
Program�B.
In�order�to�obtain�additional�triangulating�data,�the�Web�sites�of�two�museum
associations�were�also�examined.�One�association�used�in�this�study�was�an
accrediting�body�for�institutions�within�the�United�States,�the�American�Association�of
Museums�(AAM).�A�second�museum-related�association,�with�a�broader�scope�of
influence,�was�the�International�Council�of�Museums�(ICM).�The�ICM�provides�guidance
to�practicing�museum�professionals�and�offers�annual�conferences�where�members
congregate�to�share�their�research�and�operational�experiences.�Unlike�the�institutional
references,�the�names�of�the�museum�associations�were�retained�in�the�analysis.
Acquisition�of�the�Data
It�is�reasonable�to�assume�that�an�institution�of�higher�learning,�preparing
professionals�for�employment�within�a�given�discipline,�is�intimately�involved�in�the
determination�of�the�requirements�of�that�discipline.�Many�institutions�emphatically�state
their�connection�to�the�operational�museum�community.�“These�diverse�offerings�are
provided�through�cooperation�with�other�departments�and�schools�of�Seton�Hall
University,�and�through�collaboration�with�museum�professionals�who�serve�as�advisors
and�faculty�for�the�program”�(Seton�Hall�University,�2005).�The�courses�that�are�taught
in�the�museum�studies�programs�are�indicators�of�the�environments�within�which�the
students�will�be�expected�to�work.�In�order�to�effectively�function�in�their�future
environments�of�employment,�students�of�museum�studies�acquire�the�knowledge�and
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skills�that�are�required�in�museums.�It�is�reasonable�to�expect�students’�defined
curricula�to�be�reflective�of�the�activities,�processes,�and�procedures�found�within�the
museum�environment.�Therefore,�I�assumed�that�the�activities,�processes,�and
procedures�found�within�an�operational�museum�environment�could�be�determined
indirectly�by�examining�content�descriptions�of�museum�studies�curricula.
�The�Web�sites�of�the�selected�institutions�that�provide�a�museum�studies
curriculum�were�examined�to�locate�information�on�the�anticipated�competencies�of
museum�professionals,�as�indicated�by�the�subject�matter�taught�at�the�institutions�in
the�museum�programs.�The�information�was�located�in�the�schools’�program
descriptions,�course�listings,�and�course�descriptions.�I�extracted�relevant�data�from�the
program�descriptions,�course�listings,�and�course�descriptions�in�the�form�of�words�and
phrases�which�I�knew�to�be�consistent�with�the�usage�and�meaning�of�the�terms�and
phrases�used�in�the�ISO�9000�International�Standard.
It�is�reasonable�to�assume�that�professional�organizations�purporting�to
represent�a�constituency�adhere�to�a�set�of�established�standards�to�which�its�members
are�expected�to�comply.�The�AAM’s�accreditation�program�is�revised�periodically�to
reflect�the�current�state�of�the�museum�profession�(AAM,�2005a).�Although
accreditation�refers�to�a�museum�as�an�entity�of�concern,�the�accreditation�program
also�provides�evidence�of�the�activities�of�the�professionals�who�work�there.�Addressing
the�evolution�of�the�accreditation�program,�the�AAM�Web�site�notes�the�following:
The�revised�Accreditation�documents�reflect�changes�in�how�society�and�the
museum�field�regard�issues�such�as�public�accountability,�community
engagement,�and�measuring�achievement.�They�also�incorporate�ten�years�of
Accreditation�Commission�observations�regarding�factors�that�are�key�to�a
museum’s�success.�(AAM,�2005a,�p.�1)
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65
Examination�of�the�ICOM�Web�site�provided�additional�insight�into�the�activities
of�the�museum�discipline.�ICOM�defines�the�following�five�broad�areas�of�competencies
required�of�museum�personnel�to�work�effectively�in�today’s�museums:�(a)�general
competencies,�(b)�management�competencies,�(c)�public�programming,�(d)�museology,
and�(e)�information�and�collection�management�and�care.
The�ICOM�Curricula�Guidelines�have�two�purposes:�“to�serve�as�a�framework�for
developing�sound,�comprehensive�training�syllabi,�and�to�provide�a�tool�for�managing
institutional�development�and/or�shaping�individual�career�path”�(ICOM,�2005b,�p.�1).
Because�AAM�and�ICOM�provide�guidance�to�operational�museums,�their�Web�sites
were�examined�to�locate�competencies�expected�to�be�found�in�such�operational
environments.�Sources�of�information�were�located�in�Characteristics�of�Accreditable
Museums�and�in�International�Curricula�Guidelines�for�Museum�Professional
Development�(AAM,�2005a;�ICOM,�2005b).�I�extracted�relevant�data�from�the�listed
museum�characteristics�and�personnel�competencies�in�the�form�of�words�and�phrases
which�I�knew�to�be�consistent�with�the�usage�and�meaning�of�the�terms�and�phrases
used�in�the�ISO�9000�International�Standard.�For�example,�the�AAM�Web�site�listed�two
characteristics�of�an�accredited�museum:�(a)�an�institution�with�clear�and�formal�division
of�responsibilities�and�(b)�an�institution�which�acts�strategically�to�acquire,�develop,�and
allocate�resources.�The�requirements�of�the�ISO�9001�Standard�include�functions�that
are�concerned�with�(a)�responsibility,�authority,�and�communication�and�(b)�resource
management.�Therefore,�I�selected�the�two�AAM�phrases�as�points�of�data.�From�the
ICOM�Web�site,�an�item�such�as�analysis�of�data�qualified�as�a�data�point�because
there�are�related�ISO�9001�functions�of�measurement,�analysis�and�improvement,
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whereas�the�ICOM-specified�museum�attribute�of�promotion�of�peace�and
understanding�amongst�people�did�not�qualify�as�a�datum.
The�Analytical�Construct
Rules�for�inference�were�derived�from�the�analytical�construct�which�I�developed.
The�intent�of�this�study�was�to�be�able�to�infer�the�applicability�of�the�ISO�9000
Standard�to�a�museum�environment�by�establishing�evidence�of�the�use,�or�expected
use,�of�ISO�9000�elements�in�a�museum�environment.�The�museum�environments�in
this�study�were�defined�(a)�by�the�institutions�that�prepare�professionals�for�employment
in�those�environments�and�(b)�by�the�associations�that�reflect�the�professionals’
activities.�The�descriptions�of�the�competencies�provided�by�preparatory�institutions�and
expected�by�the�professional�associations�contained�the�necessary�evidence�for�the
inferences�to�be�made.�In�describing�the�concept�of�an�analytical�construct,
Krippendorff�(1980)�noted:
In�any�content�analysis,�the�task�is�to�make�inference�from�data�to�certain
aspects�of�their�context�and�to�justify�these�inferences�in�terms�of�the�knowledge
about�the�stable�factors�in�the�system�of�interest.�It�is�by�this�process�that�data
become�recognized�as�symbolic�or�are�rendered�informative�about�something�of
interest�to�the�analyst.�To�accomplish�or�justify�these�inferences,�a�content
analyst�must�have�available,�or�construct�an�operational�theory�of,�the�relatively
stable�data-context�relationships�including�the�contributing�or�mediating�factors.
(p.�27)
As�shown�in�Figure�8,�the�analytical�construct�was�to�compare�the�quality-related
functions�in�an�operational�museum�environment�to�the�ISO-specified�functions�of�a
QMS,�in�order�to�determine�the�applicability�of�the�multi-dimensional�ISO�9001
Standard�to�museums.�Interviews�with�personnel�at�target�museums�were�to�provide
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the�data,�and�conclusions�could�be�drawn�from�an�analysis�of�the�interview�words�and
phrases�relative�to�the�functions�described�in�ISO�9001.�As�Figure�8�shows,�in�lieu�of
live�interviews�the�study�relied�on�surrogate�environments,�defined�by�schools�of
museum�studies�and�museum�associations,�from�which�to�obtain�data.�The�shift�to
alternative�sources�was�founded�upon�the�assumption�that�university�Web�sites�for
museum�studies�programs�contain�sufficiently�robust�presentations�of�the�programs.
The�analytical�construct�developed�in�this�research�was�predicated�upon�my
knowledge�and�experience�relative�to�(a)�the�concepts,�employed-terms,�and
implementation�methods�of�the�ISO�9000�International�Standard�and�(b)�the�use�of
instructional�venues�for�imparting�knowledge�and�skills�in�an�educational�environment.
I�have�been�trained�as�an�ISO�9000�auditor�by�Det�Norske�Veritas�Certification�(DNV),
Incorporated,�of�Houston,�Texas.�DNV�is�a�registrar�accredited�by�the�Registrar
Accreditation�Board�(RAB)�under�a�joint�program�with�the�American�National�Standards
Institute�(ANSI)�in�the�United�States�and�by�the�Dutch�Council�for�Accreditation�(RvA)�in
The�Netherlands�(Peach,�2003,�p.�220).�I�have�conducted�multiple�audits�of�strategic
business�units’�QMS�in�a�multi-national�information�technology�services�company.�This
experience�has�enabled�me�to�discriminate�among�the�terms�and�phrases�contained�in
the�source�material�and�select�those�pertinent�to�the�elements�of�the�ISO�standard.�I
also�have�over�30�hours�of�post-graduate�education�in�instructional�systems�design�and
adult�learning�theory,�and�I�have�developed�and�taught�courses�in�technology�in
industry�and�at�a�mid-western�regional�university.�Instructional�experience�has�enabled
me�to�discriminate�among�the�forms�and�context�of�the�terms�and�phrases�contained�in
the�source�material�and�identify�those�pertinent�to�the�achievement�of�knowledge�and
skills�in�an�academic�environment.�My�competencies�are�sufficient�to�produce�an
operational�construct�for�data�analysis,�to�provide�a�reasonable�level�of�validity�for�the
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Figure�8.�Expanded�analytical�construct�of�the�study�for�operational�environment
surrogates.
MuseumStudiesProgram
EnvironmentSurrogate
courses
MuseumAssociations
EnvironmentSurrogate
attributes
ExistingFunctions
OperationalEnvironment
Activities�affecting�quality
RequiredFunctions
?
Information�System
Museum�activities
Conclusions�about�ISO�9001�as�an�evaluative�alternative
ISO�9000StandardsISO�9000
Standards
MuseumStudiesProgram
EnvironmentSurrogate
courses
MuseumAssociations
EnvironmentSurrogate
attributes
ExistingFunctions
OperationalEnvironment
Activities�affecting�quality
RequiredFunctions
?
Information�System
Museum�activities
Conclusions�about�ISO�9001�as�an�evaluative�alternative
ISO�9000StandardsISO�9000
Standards
inferences�made�from�the�data,�and�to�extend�the�inferences�to�the�aspects�of�their
parallel�context�in�the�ISO�International�Standard.
Descriptions�of�the�Data
Eleven�Web�sites,�consisting�of�nine�institutional�Web�sites�and�two�association
Web�sites,�provided�298�key�words�and�phrases�for�analysis�(Appendix�A).�The�number
of�terms�and�phrases�from�each�source�is�shown�in�Figure�9.�All�references�to�the�Web
sites�will�henceforth,�in�this�study,�be�made�in�terms�of�an�institution’s�researcher-
assigned�program�letter�or�an�association’s�acronym.
The�number�of�relevant�terms�and�phrases�ranged�from�a�minimum�of�4�in
Program�6,�to�a�maximum�of�45�at�the�ICOM�Web�site.�Both�associations�provided
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69
relatively�high�numbers�of�terms,�averaging�41�between�them.�This�would�be�expected
because�of�the�broad�scope�of�concern�of�the�associations,�who�publish�information�on
all�aspects�of�the�profession.�Similar�to�the�museum�associations,�two�museum�studies
Figure�9.�Number�of�unique�terms�related�to�QMS�found�at�each�Web�site.
Quality�Management�Terms�by�Source
0
5
10
15
20
25
30
35
40
45
50
AAM ICOM Program�1 Program�2 Program�3 Program�4 Program�5 Program�6 Program�7 Program�8 Program�9
Source�Site
Nu
mb
er�o
f�Ter
ms
programs�produced�more�than�30�terms�and�phrases,�but�a�majority�of�six�programs
were�within�a�narrow�range�of�12�data�items.
In�each�source,�information�was�presented�within�subject-oriented�or�functionally-
oriented�contexts�as�defined�by�the�respective�organization.�It�is�possible�to
misrepresent�a�term�if�it�is�taken�out�of�its�correct�context.�To�ensure�the�proper
meaning�of�each�term�or�phase�was�appropriately�captured,�and�to�enable�a�correct
semantic�correspondence�to�the�ISO�elements,�I�also�recorded�the�context�within�which
the�term�or�phase�was�used�on�each�Web�site.�For�example,�planning�was�used�in
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70
contexts�relating�to�projects,�education,�collections,�and�exhibits.�The�various�definitions
of�planning�correspond�to�different�elements�of�the�ISO�9000�International�Standard.
Only�22�different�contexts�of�the�data�items�were�specified�among�the�11�Web�sites.
Figure�10�illustrates�the�number�of�terms�found�within�each�context,�ordered�by�their
decreasing�number�of�occurrences.
The�number�of�terms�in�a�specified�context�ranged�from�a�minimum�of�2�for
communication�to�a�maximum�of�45�for�collections.�The�context�categories�for�exhibits
and�education�were�also�in�the�upper�portions�of�the�overall�range,�with�40�and
39�terms�respectively.�These�terms�were�consistent�with�the�primary�foci�of�museums:
(a)�the�acquisition�of�objects�to�form�collections,�(b)�the�interpretation�of�the�objects�for
the�education�of�visitors,�and�(c)�the�display�of�the�objects�in�exhibits.�The�next�four
categories�reflected�the�emphasis�given�to�the�primary�support�functions�in�a�museum.
The�three�categories�of�administration,�management,�and�general�contained�terms�that
were�very�similar,�particularly�with�respect�to�items�concerning�policies,�the
management�of�things,�and�organization�issues.�It�is�possible�the�three�categories�were
synonymous�for�a�common�area�of�concern.
The�number�of�terms�in�a�specified�context�ranged�from�a�minimum�of�2�for
communication�to�a�maximum�of�45�for�collections.�The�context�categories�for�exhibits
and�education�were�also�in�the�upper�portions�of�the�overall�range,�with�40�and
39�terms�respectively.�These�terms�were�consistent�with�the�primary�foci�of�museums:
(a)�the�acquisition�of�objects�to�form�collections,�(b)�the�interpretation�of�the�objects�for
the�education�of�visitors,�and�(c)�the�display�of�the�objects�in�exhibits.�The�next�four
categories�reflected�the�emphasis�given�to�the�primary�support�functions�in�a�museum.
The�three�categories�of�administration,�management,�and�general�contained�terms�that
were�very�similar,�particularly�with�respect�to�items�concerning�policies,�the
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71
Figure�10.�Number�of�terms�found�per�site-specified�context.�Term�contexts�are�listed
using�the�words�from�the�Web�sites.
Terms�by�Site-designated�Context
0
5
10
15
20
25
30
35
40
45
50
colle
ction
s
exhib
it
educ
ation
admin
museo
logy
mgmt
gene
ral
publi
c
cons
erva
tion
facilit
ies
leade
r
plann
ing
gove
rnan
ce HR org
work
evalu
ation
proj�
mgmt
finan
ce
Profes
sion
struc
ture
comm
Context
Num
ber�
of�T
erm
s�Fo
und
management�of�things,�and�organization�issues.�It�is�possible�the�three�categories�were
synonymous�for�a�common�area�of�concern.
The�term�museology�was�also�often�found�in�close�proximity�to�terms�used�within
the�similar�categories�of�administration,�management,�and�general.�“The�literal�and
original�meaning�of�the�term�museology�-�science�of�museums�-�was�connected�with�the
practices�of�the�big�museums�in�the�continent�of�Europe.�The�term�was�used�to�cover
the�different�methods�applied�in�museum�work”�(NORDISK�MUSEOLOGI,�1993,�p.�1).
Museology�is�the�study�of�the�things�that�museums�do�and�includes�both�primary�and
support�activities.�A�closer�examination�of�terms�associated�with�museology�in�the�data
confirmed�this�definition.�Museology�is�a�context�which�includes�the�primary�functions�of
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72
collections�and�exhibitions�as�well�as�the�support�functions�of�management�and
administration.�The�remaining�15�context�categories�each�had�10�or�fewer�terms.
Reorganization�of�the�Data
To�conduct�a�valid�mapping�of�the�data�to�the�ISO�model�required�that�personnel
formally�trained�in�auditing�against�the�ISO�9000�Standard�be�available.�Books�may�be
purchased,�but�authorized�one-week�auditing�courses�can�only�be�given�by
organizations�that�are�certified�by�an�accrediting�body,�such�as�the�Registrar
Accreditation�Board�(RAB)�in�the�United�States�(Peach,�2003).�Currently�a�five-day
certified�auditor�training�course�at�the�American�Society�for�Quality�is�$1695.00,�plus
expenses�(ASQ,�2005c).�Certified�Lead�Auditor�training�requires�additional�courses�and
field�experiences,�at�additional�expense.�No�supplementary,�trained�resources�were
available�to�support�this�study,�so�I�performed�the�data�mapping�unaided,�which�can�be
viewed�as�problematic.�Decisions�by�one�person�are�suspect�and,�although�often
justified�by�a�lack�of�resources,�as�is�the�case�with�this�study,�the�practice�does�raise
the�issue�of�reliability�(Krippendorff,�1980).�However,�as�a�consequence�of�my
knowledge�and�experience�with�the�ISO�9000�Standards,�in�concert�with�the�exploratory
nature�of�this�study,�my�decisions�are�adequate�for�the�study’s�objectives.
I�reorganized�the�data�by�initially�mapping�each�of�the�298�terms�and�phrases�to
the�requirements�categories�of�the�ISO�9001�Standard.�The�five�primary�categories�of
the�Standard�are�enumerated�in�Table�2.�Using�an�iterative�process,�and�by�examining
each�datum�in�concert�with�the�original�listed�data�context,�each�word�or�phrase�was
assigned�to�one�of�the�five�ISO�categories.�The�initial�step�of�this�process�distributed
the�298�terms�across�the�categories�as�shown�in�Table�2.
The�newly-assigned�term�and�phrase�content�of�each�primary�ISO�category�was
examined�to�determine�where�the�terms�could�be�further�mapped�into�the
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Table�2Number�of�Terms�Mapped�to�Categories�of�the�ISO�9001�International�Standard
Primary�Category Number�of�Terms
Quality�Management�System
Management�Responsibility
Resource�Management
Product�Realization
Measurement,�Analysis,�and�Improvement
58
108
31
70
31
Total 298
23�subcategories�of�the�ISO�Standard.�To�preclude�forcing�a�term�or�phrase�into�a
subcategory,�an�interim�step�was�taken�in�which�the�full�complement�of�each�category
was�examined�using�a�“semantical�[sic]�content�analysis”�to�produce�groupings�of�terms
that�had�similar�meanings�(Krippendorff,�1980,�p.�33).�I�generated�group�labels
descriptive�of�the�term�and�phrase�content�for�each�group.�For�example,�items�that
exhibited�forward-looking,�goal-oriented�meanings�such�as�mission,�vision,�goals,
strategy,�and�objective�were�assigned�to�a�common�group�with�a�concatenated�title�of
their�individual�meaning.�Appendix�B�shows�all�of�the�original�terms�and�phrases�and
their�generated�semantic�equivalent.�The�semantic�grouping�process�resulted�in�the
development�of�26�semantic�groups�of�related�terms�and�phrases�within�the�five�general
ISO�categories.�Note�that�the�26�semantic�groups�are�not�to�be�confused�with�the
23�ISO�functional�subcategories,�which�are�the�target�of�the�next�step�in�this�process.
Table�3�lists�the�semantic�group�labels�and�the�number�of�terms�or�phrase�items
reflected�in�the�assignments�for�each�of�the�26�groups.
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74
Table�3Semantically�Equivalent�Groups�by�Category
Primary�Category Semantic�GroupsNumber�of
Terms�in�GroupGroupTotal
Quality�ManagementSystem
Management�Responsibility
Resource�Management
Product�Realization
Measurement,�Analysis,and�Improvement
documentation/records/information
functions/organizationpoliciesvision/mission/goals/
objectives/strategy
customereducationleadershipmanagement/administrationorganizational�planningproduction�planningqualityrules�and�responsibility/
communication
environmentfacilitieshuman�resourcesresource�management
collection/conservation/preservation
designexhibitsprocess/proceduresproduct�planningpurchasingtransport/storage/
preservation
analysisimprove/correct/preventmeasures
15
141118
31161516
363
18
37
1011
28
412
911
15
915
7
58
108
31
70
31
Total 298
Page 83
75
Mapping�to�the�ISO�Standard
The�semantic�analysis�process�greatly�facilitated�the�next�step�of�mapping�the
26�semantic�groups�to�the�appropriate�23�functional�subcategories�within�the�ISO
primary�categories.�Appendix�C�contains�the�complete�mapping�of�all�groups�to�the
subcategories.�The�balance�of�this�section�describes�each�of�the�primary�categories
separately.
Quality�Management�System�Category
The�58�terms�and�phrases�assigned�to�four�semantic�groups�within�the�first
requirement�category�consisted�of�data�that�were�related�in�terms�of�breadth�and�depth
of�influence�on�organizational�issues.�For�example,�an�organization’s�leadership�creates
the�mission,�vision,�goals,�and�objectives�of�an�organization,�which�in�turn�provide
guidance�to�the�institution.�The�leadership�also�creates�the�strategies�to�achieve�the
vision�and�generates�the�policies�to�provide�an�operational�framework.�The�emphasis�in
this�category�is�not�on�who�creates�the�entities�but�on�the�scope�of�the�entities�that�are
created.�The�terms�in�the�category�reflect�activities�that�are�global�in�scope�to�an
organization,�activities�which�may�affect�the�entire�museum�organization.�The�terms�in
the�category�are�the�foundations�of�the�institution’s�QMS�and�reach�into�all�corners�of
the�organization.�The�terms�also�include�the�activities�involved�with�the�creation�and
management�of�the�organization’s�quality-oriented�information�in�the�form�of
documentation�and�records.�Four�groups�of�58�items�were�mapped�into�two
subcategories�as�shown�in�Table�4.
Management�Responsibility�Category
The�108�terms�and�phrases�assigned�to�eight�semantic�groups�of�the�second
requirement�category�consisted�of�data�germane�to�an�institution’s�organizations�and
Page 84
76
Table�4Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�Quality�ManagementSystem�Category
Primary�Category Subcategory Groups�Within�CategoryNumber�of
Terms�in�Group
QualityManagementSystem
GeneralRequirements
functions/organizationpoliciesvision/mission/goals/objectives/
strategy
141118
DocumentationRequirements
documentation/records/information
15
Total 58
Management�Responsibility�Category
The�108�terms�and�phrases�assigned�to�eight�semantic�groups�of�the�second
requirement�category�consisted�of�data�germane�to�an�institution’s�organizations�and
functions�such�as�departments.�These�terms�reflect�activities�that�are�guided�and
directed�by�an�organization’s�managers.�Some�terms,�such�as�governance,�exist�at�the
executive�level.�Other�terms�are�more�operational,�such�as�general�management�and
administration�activities�and�target�an�organization’s�day-to-day�activities�of�the
organization.�The�Standard�emphasizes�the�necessity�for�management�to�be�involved�in
planning�at�all�levels�for�the�organization,�and�to�clearly�delineate�and�communicate
lines�of�authority�and�responsibility.
The�majority�of�the�terms�were�oriented�toward�the�visitors�and�audiences�of�the
museums’�activities.�The�outward�focus�was�manifested�in�the�many�functions�that
involved�educational�activities.�Subject�matter�was�oriented�to�diverse�audiences�and
learning�theory,�and�was�outwardly�directed�toward�the�museum�visitor.
The�small�number�of�terms�corresponding�to�quality�policy�appeared�striking,�but
it�was�not�altogether�surprising.�Many�other�activities�provide�aspects�of�quality�but
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77
simply�are�not�formalized�in�an�organizational�policy�that�attempts�to�unify�and�harness
all�other�activities�specifically�to�quality�as�an�operational�goal�of�the�organization.�The
108�items�in�the�Management�Responsibility�category�mapped�into�six�subcategories�as
shown�in�Table�5.
Table�5Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�ManagementResponsibility�Category
Primary�Category SubcategoryGroups�Within�Category
Number�ofTerms�in
Group
ManagementResponsibility
Management�Commitment
Customer�Focus
Quality�Policy
Planning
Responsibility,�Authority,and�Communication
leadership
customereducation
quality
organizational�planningproduction�planning
roles,�responsibilities,and�communication
15
3116
3
36
18
Total 108
Resource�Management�Category
The�31�terms�and�phrases�assigned�to�the�four�semantic�groups�of�the�third
requirement�category�consisted�of�data�concerned�with�the�identification,�acquisition,
and�utilization�of�resources�of�any�type.�The�groups�of�activities�relate�to�human
resources,�physical�facilities,�work�environments,�and�the�functions�that�manage�them.
Each�group�mapped�directly�to�an�ISO�subcategory�of�activities.�The�31�items�in�the
Resource�Management�category�easily�mapped�into�four�subcategories�as�shown�in
Table�6.
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78
Table�6Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�Resource�ManagementCategory
Primary�Category Subcategory Groups�Within�CategoryNumber�of
Terms�in�Group
ResourceManagement
Provision�of�Resources
Human�Resources
Infrastructure
Work�Environment
resource�management
human�resources
facilities
environment
11
10
7
3
Total 31
Product�Realization�Category
The�70�terms�and�phrases�assigned�to�the�seven�semantic�groups�of�the�fourth
requirement�category�consisted�of�data�germane�to�the�concept�of�a�Product
Realization.�This�category�applies�equally�to�products�and�services.�The�terms�reflect
activities�that�are�oriented�toward�the�value-adding�processes�that�are�the�mainstream
activities�of�a�museum.�In�the�museum�environment,�this�entails�all�of�the�planning,
design,�and�production�activities�involved�in�collections�management�and�exhibit
development.�Product�Realization�includes�the�purchasing�activities�for�the�acquisition
of�raw�materials�and�services,�as�well�as�the�post�production�activities�of�transportation
and�storage,�where�necessary.�Because�of�the�criticality�associated�with�the�objects�in
collections�management�and�the�requirements�that�must�be�determined�for�proper
preservation�and�conservation�functions,�these�activities�are�considered�to�be�a
customer-focused�set�of�activities.�The�seven�semantic�groups�mapped�into�five�of�the
six�ISO�functional�subcategories�as�shown�in�Table�7.�No�evidence�was�found�in�the
terms�to�suggest�that�control�of�monitoring�and�measuring�devices�has�a�parallel�activity
Page 87
79
in�the�museum�environment.�However,�this�did�not�preclude�monitoring�and�measuring
as�an�activity�of�concern;�only�the�control�of�the�devices�was�not�addressed.
Table�7Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�Product�RealizationCategory
PrimaryCategory Subcategory
Groups�Within�CategoryNumber�ofTerms�in
Group
ProductRealization
Planning�of�Product�Realization
Customer-Related�Processes
Design�and�Development
Purchasing
Production�and�ServiceProvision
Control�of�Monitoring�andMeasuring�Devices
product�planning
collection/conservation/preservation
designexhibitsprocess/procedure
purchasing
transport/storage/preservation
_____
11
28
412
9
1
5
0
Total 28
Measurement,�Analysis,�and�Improvement�Category
The�31�terms�and�phrases�assigned�to�the�three�semantic�groups�of�the�fifth
requirement�category�consisted�of�data�oriented�around�the�concept�of�information-as-
thing�in�a�feedback�loop.�These�terms�reflect�activities�involved�in�the�creation�of
operational�metrics�and�measures�of�performance�of�the�services�and�products
produced�by�the�museum.�The�analysis�of�acquired�data�feeds�the�process
improvement�functions.�In�the�museum�environment,�improvements�are�oriented�toward
remedial�actions�to�correct�problems�if�they�occur�and�preventive�actions�to�eliminate
Page 88
80
potential�causes�where�possible.�The�three�semantic�groups�mapped�evenly�to�three�of
the�five�requirements�functional�subcategories�as�shown�in�Table�8.
Table�8Semantically�Equivalent�Groups�Mapped�to�Subcategories�in�Measurement,�Analysis,and�Improvement�Category
Primary�Category SubcategoryGroups�Within
CategoryNumber�of
Terms�in�Group
Measurement,Analysis,�andImprovement
General
Monitoring�and�Measurement
Control�of�Non-ConformingProduct
Analysis�of�Data
Improvement
_____
measures
_____
analysis
improve/correct/prevent
0
7
0
9
15
Total 31
Summary
Information�on�the�Web�sites�of�museum�studies�programs�provided�evidence�of
expected�knowledge,�experiences,�and�skills�of�museum�professionals.�The�institutions
of�higher�education�work�with�the�museum�community�to�determine�the�curricula,�with
museum�personnel�often�serving�on�the�faculty.�A�profound�understanding�the�expected
knowledge�and�skills,�as�defined�by�the�schools�of�museum�studies,�can�provide
indications�of�the�types�of�activities�that�are�performed�in�an�operational�museum
environment.
Information�on�the�Web�sites�of�museum�associations�provided�evidence�of�the
expected�characteristics�of�museum�environments�and�the�expected�competencies�of
museum�professionals.�The�associations�work�closely�with�the�museum�community�to
acquire,�document,�and�disseminate�knowledge�about�the�discipline�and�its�institutions.
Page 89
81
Knowledge�of�the�museum�environment’s�characteristics�and�the�expected
competencies�of�its�personnel,�as�defined�by�the�associations,�can�provide�indications
of�the�types�of�activities�that�are�performed�in�an�operational�museum�environment.
This�study�used�Web�sites�of�museum�studies�programs�and�museum
associations�to�obtain�data�with�which�to�compare�the�types�of�activities�performed�in
operational�museum�environments�to�the�types�of�activities�specified�by�the�ISO�9001
International�Standard.�A�qualitative�comparison�involved�mapping�the�Web�site�data�to
the�functional�subcategories�of�the�ISO�Standard�to�determine�the�similarity�of�activity
types�that�might�be�found�in�an�ISO�9001�environment.�Although�the�data�could�be
mapped�to�the�ISO�subcategories,�not�all�of�the�subcategories�were�represented�by�the
data.
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CHAPTER�5
CONCLUSIONS�AND�RECOMMENDATIONS
Quality�--�8.�a.�The�nature,�kind,�or�character�(of�something).�Now�restricted�tocases�in�which�there�is�comparison�(expressed�or�implied)�with�other�things�ofthe�same�kind;�hence,�the�degree�or�grade�of�excellence,�etc.�possessed�by�athing.�(Oxford�English�Dictionary,�1989,�p.�974)
Review�of�Purpose
The�purpose�of�the�study�was�to�determine�if�the�concepts�of�the�ISO�9000-2000
family�of�International�Standards�are�applicable�to�the�unique�information�systems
environment�of�a�museum.�The�ISO�9000-2000�Standards�were�designed�to�be
applicable�to�the�quality�management�system�(QMS)�within�both�product�and�service
environments,�but�traditional�applications�have�been�only�in�the�context�of�profit-seeking
businesses�that�manufacture�a�product�for�sale,�or�provide�a�remunerable�service.�The
ISO�9000�family�consists�of�the�following�standards:
ISO�9000�–�describes�the�fundamentals�of�QMS�and�specifies�the�terminology
for�QMS.
ISO�9001�–�specifies�requirements�for�a�QMS.
ISO�9004�–�provides�guidelines�that�consider�the�effectiveness�and�efficiency�of
a�QMS.
ISO�19011�–�provides�guidance�on�auditing�quality�and�environmental
management�systems.�(ASQ,�2000a,�p.�ix)
General�Conclusion
The�central�focus�of�this�research�was�to�determine�the�relative�degree�of
correspondence�between�the�elements�of�the�ISO�9001�Standard�and�the�operational
QMS�found�in�museums.�A�comparison�of�the�types�of�activities�inherent�in�museum
environments�to�the�functions�of�QMS,�as�specified�in�ISO�9001,�provided�sufficient
Page 91
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evidence�to�conclude�that�the�ISO�9000�Standard�is�applicable�to�the�quality
management�information�systems�in�museum�environments.�The�general�areas�of
concern�within�the�ISO�9001�Standard�are�represented�by�the�following�five�primary
categories�of�quality-related�functions:�(a)�Quality�Management�System,
(b)�Management�Responsibility,�(c)�Resource�Management,�(d)�Product�Realization,
and�(e)�Measurement,�Analysis,�and�Improvement.�These�five�primary�categories
contain�an�aggregated�total�of�23�ISO-specified�functions,�designated�by�their
subcategory�labels�as�shown�in�Appendix�C.�All�of�the�primary�categories�are
represented�by�at�least�some�of�the�various�activities�in�museums.�However,�not�all�of
the�functions�within�each�primary�category�are�represented�by�comparable�museum
activities.�For�example,�Category�4�–�Product�Realization�was�found�to�have�museum
activities�that�corresponded�to�only�five�of�its�six�functional�areas.
Answers�to�Research�Questions
Three�of�the�five�original�research�questions�can�be�answered,�at�least�some
degree,�based�upon�the�data�that�were�obtained.�As�a�consequence�of�the�truncated
interviews,�which�were�intended�to�provide�a�level�of�depth�in�the�data,�the�requisite
examples�to�answer�some�questions�were�not�available.�This�limit�impacted�the
questions�that�could�be�answered.�However,�the�additional�data�obtained�from�the
supplementary�Web�site�virtual�interviews�from�schools�with�museum�studies�and�from
museum�associations�provided�an�increased�number�of�opportunities�to�discover
examples�of�quality-related�activities.�Consequently,�this�increased�the�breadth�of
information�from�which�to�obtain�relevant�data.
The�first�research�question�was�What�elements�of�the�ISO�9001-2000
International�Standard�model�for�QMS�are�found�in�museum�information�systems
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environments?�(What�is�the�general�degree�of�correspondence�with�the�International
Standard?).�This�question�was�answered�by�the�data.
Of�the�23�specified�functions�in�ISO�9001,�20�were�represented�by�comparable
activities�in�museum�environments.�As�shown�in�Table�9,�the�function�of�Control�of
monitoring�and�measuring�devices�in�Product�Realization�and�the�functions�of�General
and�Control�of�non-conforming�product�in�Measurement,�Analysis,�and�Improvement
did�not�have�corresponding�activities�in�museums.�The�lack�of�activities�corresponding
to�General�in�Category�5�was�a�result�of�the�manner�in�which�ISO�9001�specifies�the
General�function.�Museums�conduct�measurements,�analyze�the�data,�and�use�the
results�to�improve�aspects�of�the�organization;�therefore�those�types�of�museum
activities�can�be�accounted�for�by�the�Monitoring�and�Measurement,�Analysis�of�Data,
and�Improvement�functions�in�the�Measurement,�Analysis,�and�Improvement�category.
However,�the�General�function�of�ISO�9001�requires�that�its�activities�be�specifically
targeted�to�actions�on�a�defined�QMS�–�that�is,�a�system�“to�direct�and�control�an
organization�with�respect�to�quality”�through�the�establishment�of�policy�and�objectives,
and�the�creation�of�plans�and�methods�to�achieve�those�objectives�(ASQ,�2000a,�p.�8).
No�evidence�was�found�of�a�formal�system�in�the�data.
A�similarly�named�ISO�9001�function,�General�Requirements,�exists�in�the
Quality�Management�System�category.�This�function�specifies�that�activities�be�oriented
around�a�formally-defined�QMS�in�the�organization.�However,�the�museum�activities
identified�and�mapped�to�the�General�Requirement�function�were�very�similar�in�their
scope�and�depth�of�concern�in�a�museum�to�those�of�a�formal�QMS.�With�no�other
functional�areas�in�Category�1�to�account�for�these�activities,�I�assigned�them�to
General�Requirements�and�considered�them�as�corresponding�to�a�reasonable�degree
to�the�ISO�standard.
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Table�9Correspondence�Between�Museum�Activities�and�ISO-Specified�Functions�by�PrimaryCategory
Primary�CategorySubcategory
(ISO-Specified�Functions)Groups�of�Comparable
Museum�Activities
Quality�ManagementSystem
General�Requirements
DocumentationRequirements
functions/organizationpoliciesvision/mission/goals/
objectives/strategy
documentation/records/information
Management�Responsibility Management�Commitment
Customer�Focus
Quality�Policy
Planning
Responsibility,�Authority,and�Communication
Management�Review
leadership
customereducation
quality
organizational�planningproduction�planning
roles,�responsibilities,�andcommunication
management/administration
Resource�Management Provision�of�Resources
Human�Resources
Infrastructure
Work�Environment
resource�management
human�resources
facilities
environment
(table�continues)
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Table�9�(continued)
Primary�Category Subcategory(ISO-Specified�Functions)
Groups�of�ComparableMuseum�Activities
Product�Realization Planning�of�ProductRealization
Customer-RelatedProcesses
Design�and�Development
Purchasing
Production�and�ServiceProvision
Control�of�Monitoring�andMeasuring�Devices
product�planning
collection/conservation/preservation
designexhibitsprocess/procedure
purchasing
transport/storage/preservation
_____
Measurement,�Analysis,and�Improvement
General
Monitoring�andMeasurement
Control�of�Non-ConformingProduct
Analysis�of�Data
Improvement
_____
measures
_____
analysis
improve/correct/prevent
The�second�research�question�was�What�process�approaches�do�museums�use
in�the�operationalization�of�the�ISO�9000�QMS�elements?�(Are�processes�in�existence
and�documented,�or�ad�hoc?)�This�question�was�partially�answered�by�the�data.�The
many�activities�that�mapped�to�20�specified�functions�in�ISO�9001�represented
processes�for�accomplishing�work�in�the�museum�environment.�Therefore,�processes
exist.�However,�the�data�did�not�indicate�which�ones�were�formally�documented,�as
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required�by�the�ISO�9001�Standard.�Without�documentation,�a�process�may�continue�to
accomplish�the�same�work,�but�it�becomes�subject�to�much�variation�as�a�consequence
of�its�ad�hoc�nature.
The�third�research�question�was�What�information�is�created�or�collected�to
provide�evidence�that�quality�management�activities�are�conducted?�(Do�QMS�records
exist?)�This�question�was�partially�answered�by�the�data.�Activities�were�found�in�the
data�that�involved�the�acquisition�or�creation�of�information,�with�subsequent�generation
of�documentation�and�records�regarding�the�primary�value-adding�activities�of�museums
(i.e.,�activities�oriented�toward�museum�collections�and�exhibits).�Objects�in�museum
collections�and�exhibits�are�the�subject�of�many�quality-related�conservation�and
preservation�activities.�An�object’s�quality�is�managed�as�a�core-competency�of�the
museum.�However,�the�data�did�not�provide�an�indication�of�what�information,
documentation,�and�records�were�created,�only�that�such�content�existed.
The�fourth�research�question�was�What�information�is�created,�collected,�and
analyzed�to�provide�an�indication�of�the�museum’s�QMS�performance?�(What�are�the
measures�to�inform�of�QMS�effectiveness�or�efficiency?)�This�question�was�not
answered�by�the�data.�With�the�large�number�of�activities�that�mapped�to�the�ISO-
specified�functions,�one�can�conclude�that�much�quality-related�work�is�being
accomplished�in�the�museum�environment.�There�was�also�evidence�that�some
activities�are�oriented�toward�measurement�and�analysis,�as�a�function.�However,�there
was�insufficient�evidence�to�provide�indications�that�any�of�the�measurement�and
analysis�activities�are�specifically�designed�to�evaluate�the�activities�related�to�quality.
The�fifth�research�question�was�What�activities�are�performed�to�improve�the
processes�associated�with�the�museum�QMS?�(What�are�the�measures�to�inform�of
process�variation�reduction?)�This�question�was�not�answered�by�the�data.�As�with�the
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previous�research�question,�the�number�of�activities�that�mapped�to�the�ISO-specified
functions�leads�one�to�conclude�that�much�quality-related�work�is�being�accomplished�in
the�museum�environments.�There�were�15�instances�of�activities�which�were
specifically�oriented�toward�improvement�aspects�of�the�museum.�However,�there�was
insufficient�evidence�to�indicate�any�of�the�improvement�activities�were�specifically
designed�to�improve�the�processes�related�to�quality�management.
Interpretation
The�study�found�many�indications�of�quality-related�activities�in�the�museum
environment.�However,�the�evidence�of�the�activities’�contexts�highlights�their
association�with�collections,�exhibits,�and�general�management�or�administration
functions.�It�appears�that�quality�as�a�concept�is�addressed�less�at�the�executive�level
and�far�more�at�the�operational�levels�of�the�museum�environment,�probably�through
the�work�ethics�of�the�personnel�who�accomplish�the�museum�work.�The�implication�is
that�operational-level�personnel�perform�work�which�exhibits�quality�in�the
characteristics�of�its�output,�but�those�personnel�do�not�perform�work�that�exhibits
concepts�of�quality�as�a�process.�It�is�significant�that�among�the�list�of�298�terms�and
phrases�that�constitute�the�data�set,�only�three�contain�the�word�quality.�There�is�no
evidence�to�indicate�that�museums�have�implemented�a�formal�system�to�strategically
manage�the�quality�of�a�museum�as�an�information�system.�This�raises�the�question�of
So�what?�and�brings�us�back�to�Wiener.
Wiener�Revisited
The�absence�of�QMS�in�museum�environments�correlates�to�the�problem�that
Wiener�addressed�with�his�information�feedback�loop�for�system�control�(as�cited�in
Campbell,�1983).�Initially,�in�the�absence�of�feedback�in�gun�emplacements,�many
shells�were�fired�and�needlessly�expended�while�trying�to�destroy�enemy�aircraft�in
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World�War�II.�The�fundamental�tactic�was�to�fire�as�many�shells�as�possible�with�the
expectation�that�some�would�be�successful.�Not�only�did�this�approach�negatively
impact�available�resources,�such�as�the�supply�of�ammunition�and�the�wear�on�the
guns,�it�also�allowed�far�too�many�of�the�enemy�aircraft�to�escape�the�aerial�barrage
and�successfully�fulfill�their�bombing�missions.�Wiener�used�the�positional�information
available�from�radar�sites�to�track�aircraft�and�predict�their�flight�paths,�including
possible�evasion�paths.�The�feedback�information�was�used�to�more�precisely�focus�the
system�of�guns�to�provide�artillery�barrages�on�highly�probable�flight�positions.�This
greatly�increased�the�hit�rate�of�the�guns,�and�the�quality�of�the�barrage�improved.
In�a�similar�manner,�museums�have�an�opportunity�to�improve�the�programs�they
provide�to�their�visitors�by�incorporating�informational�feedback�into�the�museum’s
operations.�With�the�adoption�of�the�principles�and�concepts�of�ISO�9000,�it�is
reasonable�to�assert�that�museums�could�improve�their�visitors’�experiences�if�(a)�the
museums�have�a�clear�understanding�of�what�the�museums’�visitors�expect�from�the
experience,�and�(b)�the�museums�use�the�solicited�feedback�to�provide�experiences
that�meet�those�same�visitor�expectations.�With�limited�financial,�physical,�and�human
resources,�it�becomes�necessary�to�expend�the�available�resources�on�materials�and
activities�that�add�value�to�the�museum�experience�for�its�visitors.�The�Web�site�of�the
International�Organization�of�Standardization�lists�many�found�benefits�of�ISO�9000
across�a�wide�variety�of�industries.�It�is�reasonable�to�expect�museums�to�similarly
benefit.�For�example,�visitors�may�benefit�by�receiving�exhibits�and�educational
programming�that�meets�expectations�and�is�available�when�needed.�Employees�in�the
museum�may�benefit�from�better�working�conditions�and�increased�job�satisfaction.
Governance�bodies�may�benefit�from�improved�operational�results�and�improved
market�share�(International�Organization�for�Standardization,�2005a).�The�ISO
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emphasis�on�strengthening�of�relationship�could�be�extended�to�those�between�a
museum�and�its�patrons,�between�a�museum�and�its�suppliers,�and�between�a�museum
and�other�museums.
Recommendations�and�Summary
This�study�was�exploratory.�It�was�designed�and�conducted�to�determine�if�the
ISO�9000�International�Standard�has�any�place�in�the�museum�environment.�The
relatively�high�degree�of�correspondence�between�activities�in�the�museum�environment
and�the�functions�in�ISO�9000�confirms�that�the�Standard�could�be�used�as�an
evaluative�technique.�The�study�could�establish�an�agenda�for�further�research.�The
following�are�suggested�courses�of�action:
1.� Conduct�the�study�with�live�interviews�from�which�examples�of�processes�and
measurements�might�be�found.�(This�was�part�of�the�original�design.)
2.� Conduct�the�study�with�live�interviews�with�a�heterogeneous�set�of�museums
to�determine�if�differences�exist�among�museum�types,�such�as�art,�natural
history,�and�history.
3.� Conduct�the�study�with�the�virtual�interviews�on�a�larger�scale�with�more�Web
sites�or�with�a�set�of�heterogeneous�Web�sites,�such�as�art�and�natural
history.
4.� Conduct�a�study�that�examines�the�Web�sites,�texts,�and�articles�of�the
professors�in�museum�studies�programs�relative�to�concepts�of�quality
management.
5.� Conduct�a�comparative�study�between�museums�or�Web�sites�in�the�United
States�and�other�countries�that�do�not�use�the�American�Association�of
Museums’�accreditation�method.
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6.� Conduct�a�study�of�the�visitors�to�museums�to�determine�if�they,�as�users�of
the�museum,�are�given,�or�desire�to�be�given,�the�opportunity�to�provide
feedback�on�their�expectations�or�satisfaction�with�their�visit.
7.� Conduct�workshops�at�conferences�to�introduce�the�museum�community�to
ISO�9000�concepts,�principles,�and�implementation�methods.
8.� With�the�increase�in�educational�programming�added�to�the�core�operations
of�collections�and�exhibitions,�there�is�opportunity�to�explore�the�existence�of
differences�among�the�quality-related�processes�associated�with�the�three
museum�functions.�For�example,�are�there�functional�differences�in�types,
methods,�or�amounts�of�feedback�that�are�obtained�from�the�visitor/user?
9.� Conduct�a�study�of�the�perceptions�of�museum�personnel,�comparing
executive,�mid-management,�and�operational�levels�of�understanding�of�the
concepts�and�principles.�Identify�differences�in�the�employees’�assigned
importance�to�the�concepts�embodied�in�the�distinct�functions�of�ISO�9000
Standard.
This�study�should�establish�an�agenda�for�further�research�on�the�use�of�the�ISO
9000�Standard�in�the�museum�community.�Since�the�Standard�was�first�published�in
1987,�ISO�9000�has�found�a�significant�following�in�for-profit�and�non-profit
organizations�of�many�types.�The�International�Organization�for�Standardization�revised
the�Standards�in�1994�and�again�in�2000,�providing�a�series�of�Guidance�Modules�for
transitioning�to�each�subsequent�version�(IOS,�2005c).�As�the�standards�evolve,�there
is�an�expectation�for�growth�in�the�numbers�and�types�of�organizations�that�embrace
the�ISO�9000�concepts.�The�ISO�9000�revisions�were�implemented�by�ISO�technical
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committee�ISO/TC�176,�Quality�management�and�quality�assurance.�Committee
chairman,�Dr.�Pierre�Callibot,�commented:
The�new�versions�of�the�standards�will�provide�organizations�with�an�opportunity
to�improve�their�existing�quality�management�systems�with�a�view�to�adding
value�both�for�the�organization�and�its�customers.�In�addition�to�wider
acceptance�and�implementation�in�current�user�sectors,�the�new�editions�will
attract�many�new�users�from�less�traditional�fields,�thereby�contributing�to�ISO’s
goals�of�facilitating�trade,�increasing�global�prosperity�and�contributing�to�social
well-being.�(IOS,�2005b,�p.�1)
It�is�reasonable�to�speculate�that�the�less�traditional�fields�might�include�museum
environments.�It�is�also�within�reason�to�further�hypothesize�that�the�application�of
informational�feedback�in�museum�environments�may�initiate�a�path�of�inquiry�which
would�lead�to�an�accepted�alternative�to�the�current�accreditation�process.
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APPENDIX�A
TERMS�AND�PHRASES�FROM�MUSEUM�ASSOCIATIONS
AND�MUSEUM�STUDIES�PROGRAMS
Page 102
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Source Site�Context Subject�matterICOM evaluation analysis�of�dataICOM finance analysis,�monitoring,�and�reporting�methodsICOM evaluation data�collectionICOM evaluation project�designICOM evaluation report�methodsICOM public public�trustICOM work management�policies�and�practicesICOM comm Inter-cultural�communicationICOM work quality�maintenance�of�services�and�productsICOM Profession vision�of�and�purpose�for�museumsICOM Profession personal�roleICOM proj�mgmt planningICOM proj�mgmt problem-solvingICOM proj�mgmt resource�managementICOM proj�mgmt resource�evaluationICOM governance monitoring�responsibilitiesICOM governance roles�and�relationshipsICOM work environmental�controlsICOM work climate�considerations�ICOM mgmt policy�developmentICOM mgmt program�developmentICOM mgmt goal�settingICOM mgmt clarification�of�objectivesICOM mgmt strategic�planningICOM mgmt resource�managementICOM mgmt evaluationICOM structure statement�of�purposeICOM structure statement�of�intentICOM structure statement�of�missionICOM HR allocation�of�resourcesICOM HR consultancy�and�contract�workersICOM HR performance�measures�and�evaluationICOM HR training�needs�analysis�of�organization�and�staffICOM facilities fire,�safety,�and�securityICOM facilities plant�maintenanceICOM mgmt change�managementICOM comm communication�theoryICOM education planning,�design,�production�and�evaluation�of�programsICOM public visitor�characteristicsICOM collections preventive�careICOM collections quality�controlICOM collections packing�and�transportingICOM collections principles�of�conservationICOM collections public�service�roleICOM collections data�collection,�preparation�and�analysisAAM public identifies�the�communities�it�servesAAM public public�service�roleAAM public educationAAM public public�service�role
Page 103
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AAM public commitment�to�providing�public�with�physical�and�intellectual�accessAAM public committed�to�public�accountabilityAAM public facilitiesAAM public operationsAAM planning missionAAM planning communicates�why�it�exists�and�who�benefitsAAM planning operations�are�integratedAAM planning focused�on�meeting�its�missionAAM planning act�strategically�to�acquire,�develop,�and�allocate�resourcesAAM planning planning�that�includes�involvement�of�its�audiencesAAM planning establishes�measures�of�successAAM planning uses�measures�to�evaluate�and�adjust�its�activities.AAM leader org�structures�and�processes�advance�missionAAM leader governing�authority,�staff,�and�volunteers�roles�and�responsibilitiesAAM leader qualifications,�and�diversity�of�the�museum’s�leadership,�staffAAM leader clear�and�formal�division�of�responsibilitiesAAM collections manages,�documents,�cares�forAAM collections plans�for�the�use�and�development�of�its�collectionsAAM education states�its�overall�educational�goalsAAM education characteristics�and�needs�of�its�existing�and�potential�audiencesAAM education presents�accurate�and�appropriate�content�for�each�of�its�audiencesAAM education assesses�the�effectiveness�of�its�interpretive�activitiesAAM education uses�those�results�to�plan�and�improve�its�activitiesAAM facilities allocates�space/facilities�to�meet�collections,�audience,�and�staff�needsAAM facilities maintenance�of�its�facilitiesAAM facilities clean�and�well-maintained,�and�provides�for�the�visitors’�needsAAM general accountabilityAAM general community�engagementAAM general alignment�of�mission,�goals/plans,�and�resourcesAAM general defining�and�measuring�their�own�achievementAAM general ongoing�assessment�of�operations�and�programsAAM general to�make�meaningful�use�of�assessment�resultsAAM general mission�and�goalsProgram�1 museology purposesProgram�1 museology museum�functionsProgram�1 general structure�of�professional�museum�organizationsProgram�1 general providing�services�to�the�profession�and�publicProgram�1 mgmt modern�management�conceptsProgram�1 mgmt utilizing�available�resourcesProgram�1 education educational�programmingProgram�1 education educational�theoryProgram�1 education audience�characteristicsProgram�1 education visitor�motivationProgram�1 education evaluation�techniquesProgram�1 admin administrationProgram�1 admin leadership�and�administration�stylesProgram�1 admin organizational�theoryProgram�1 facilities physical�facilitiesProgram�1 facilities operational�needs�in�modern�museumsProgram�1 facilities requirements�of�climate
Page 104
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Program�1 facilities requirements�of�visitor�useProgram�1 exhibit planningProgram�1 exhibit designProgram�1 exhibit preventive�conservationProgram�1 exhibit development�of�collection�care�programsProgram�1 exhibit project�objectivesProgram�1 exhibit project�designProgram�2 admin operation�of�the�museumProgram�2 admin obligations�to�the�publicProgram�2 admin governanceProgram�2 admin staffingProgram�2 admin policy�makingProgram�2 admin policiesProgram�2 admin regulationsProgram�2 collections loans�and�collection�careProgram�2 collections accountabilityProgram�2 collections collections�policiesProgram�2 collections management�procedures�and�systemsProgram�2 collections documentationProgram�2 collections recordsProgram�2 collections managing�and�preservingProgram�2 collections processes�of�research,�conceptualization,�planning�and�evaluationProgram�2 collections design�documentationProgram�2 collections design�specificationsProgram�2 exhibit translating�concepts�into�plans,�models�and�specification�documentsProgram�2 exhibit how�museums�interact�with�their�audiencesProgram�2 exhibit engage�both�national�and�local�audiencesProgram�2 exhibit exhibition�designProgram�2 general managing�peopleProgram�2 general managing�projectsProgram�2 general focused�on�processProgram�2 general organizational�behaviorProgram�2 general quality�management.Program�2 general process�of�change�in�museums�from�a�management�perspectiveProgram�2 general roles�of�curators,�designers,�visitors,�artists�and�"stake-holder"�audiencesProgram�2 general policies�and�procedures�on�acquisition,�exhibition,�retentionProgram�2 conservation handling,�restoration,�preservation,�storage�and�display�of��specimensProgram�2 conservation preventive�conservationProgram�2 conservation monitoring�environmental�conditionsProgram�2 conservation identifying�sources�of�deteriorationProgram�2 conservation improve�museumProgram�3 collections documenting�collectionsProgram�3 collections preventative�conservationProgram�3 collections creative�problem-solvingProgram�3 education diverse�audiencesProgram�3 education learning�theoryProgram�3 education provide�engaging�learning�experiencesProgram�3 admin business�management�strategiesProgram�3 collections documentation�of�collectionsProgram�3 collections preventive�conservation
Page 105
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Program�3 education learning�theories�and�understanding�audiencesProgram�3 education visitor�experienceProgram�3 exhibit exhibition�DevelopmentProgram�3 education museum�planning�and�developmentProgram�3 education visitor�experience:�learning�theoriesProgram�3 education visitor�experience:�interpretive�methodsProgram�3 education understanding�audiencesProgram�3 education documentation�of�collectionsProgram�3 education preventive�conservationProgram�3 admin strategic�planningProgram�3 admin organizational�change�and�developmentProgram�3 admin human�resources�managementProgram�3 admin strategies�for�team�building�and�communicationProgram�4 org structure�and�organization�of�museumsProgram�4 org job�qualificationsProgram�4 org organizationProgram�4 org public�programsProgram�4 org missionProgram�4 education educational�servicesProgram�4 education planning�and�implementation�of�educational�programsProgram�4 education psychology�of�different�audiencesProgram�4 education audience�researchProgram�4 education special�needs�of�diverse�publicsProgram�4 collections collections�documentationProgram�4 collections collections�developmentProgram�4 collections exhibition�concept�developmentProgram�4 exhibit developmentProgram�4 exhibit installation�of�museum�exhibitsProgram�4 collections conservation�techniquesProgram�4 mgmt documentation�of�collectionsProgram�4 mgmt management�policiesProgram�4 mgmt documentation�of�collectionProgram�4 mgmt management�policiesProgram�4 mgmt museum�managementProgram�4 mgmt labor�relationsProgram�4 governance collections�managementProgram�4 governance governance�in�museumsProgram�4 governance roles�of�director�and�senior�managementProgram�4 governance mission�statementsProgram�4 museology acquisitions�policiesProgram�4 museology acquisitions�policiesProgram�4 collections conservationProgram�4 collections restorationProgram�4 finance budget�cycleProgram�4 finance contractsProgram�4 exhibit exhibition�designProgram�4 exhibit production�of�exhibitionsProgram�4 exhibit planning,�collecting,�preparationProgram�4 exhibit producing�an�exhibitionProgram�4 admin policy�roles
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Program�4 admin organizational�management.Program�5 museology governanceProgram�5 museology missionProgram�5 museology exhibition�planningProgram�5 museology purchasesProgram�5 museology issues�concerning�audienceProgram�5 museology roles�of�key�staff�membersProgram�5 museology museum�functions�-�collecting,�researching,�conserving�and�exhibitingProgram�5 education learning�theoriesProgram�5 education mission�statementProgram�5 education audience�responseProgram�5 collections preservation�of�art�objectsProgram�5 admin administrative�dutiesProgram�5 leader accountabilityProgram�5 collections storage�and�handlingProgram�5 collections transportation�of�worksProgram�5 exhibit designProgram�5 exhibit conservationProgram�5 exhibit planning�and�implementationProgram�5 Profession ethical�responsibilitiesProgram�5 exhibit needs�of�diverse�audiencesProgram�5 exhibit plan�and�create�programProgram�5 exhibit variety�of�museum�audiencesProgram�5 HR training�docentsProgram�5 leader museum�leadershipProgram�6 museology collections�managementProgram�6 museology public�LearningProgram�6 museology managementProgram�6 museology managementProgram�7 collections methods�of�handling�materialProgram�7 admin policies�and�proceduresProgram�7 admin personnel�managementProgram�7 admin governanceProgram�7 admin support�organizationsProgram�7 mgmt rolesProgram�7 mgmt managementProgram�7 mgmt care�of�collectionsProgram�7 leader ethical�considerationsProgram�7 leader operationsProgram�7 exhibit planning,�developing,�and�evaluatingProgram�7 exhibit interpretive�programsProgram�7 collections specialized�careProgram�7 education teaching�strategiesProgram�7 education role�of�educationProgram�7 education theory�and�practiceProgram�7 collections museum�collection�dataProgram�7 collections collection�careProgram�7 exhibit theories�and�methods�of�museum�exhibitionsProgram�7 leader legal�obligationsProgram�7 admin museum�administration
Page 107
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Program�7 museology collectionsProgram�7 museology educationProgram�7 museology exhibitionsProgram�7 mgmt proceduresProgram�7 museology management�and�administrationProgram�7 work management�and�administrationProgram�8 museology objectivesProgram�8 museology methodsProgram�8 museology role�in�the�communityProgram�8 education learning�theories�and�stylesProgram�8 education diverse�audiencesProgram�8 education role�of�education�in�exhibit�developmentProgram�8 exhibit exhibition�developmentProgram�8 exhibit exhibition�designProgram�8 exhibit production�and�evaluation�of�exhibit�prototypesProgram�8 admin theory�of�organizationsProgram�8 admin business�managementProgram�8 admin non-profit�organizationsProgram�8 collections data�managementProgram�8 collections acquisition�practices�and�problemsProgram�8 collections preventive�conservationProgram�8 education multiculturalismProgram�8 education museums�of�different�sizes,�audiencesProgram�8 exhibit planning�exhibitsProgram�8 exhibit developing�exhibitsProgram�8 exhibit producing�exhibitsProgram�8 education planning,�developing,�and�producing�bookletsProgram�8 museology ethics�of�collectingProgram�8 museology exhibition�theoryProgram�8 museology administrationProgram�8 museology data�managementProgram�9 exhibit exhibit�managementProgram�9 exhibit design,�and�productionProgram�9 exhibit concept�developmentProgram�9 exhibit designProgram�9 exhibit installationProgram�9 exhibit maintenanceProgram�9 exhibit exhibit�evaluationProgram�9 exhibit exhibition�problemsProgram�9 conservation conservation�techniquesProgram�9 collections nature�of�museum�collectionProgram�9 collections catalogingProgram�9 collections storageProgram�9 collections fumigationProgram�9 collections information�managementProgram�9 collections collections�as�recordsProgram�9 conservation ethical�approachesProgram�9 conservation detection�and�identification�of�causes�of�deteriorationProgram�9 conservation storage�and�care�of�objects
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APPENDIX�B
SEMANTICALLY�EQUIVALENT�TERMS
Page 109
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Subject�matter Semantic�Equivalentaccountability leadershipaccountability leadershipaccountability leadershipacquisition�practices�and�problems collection�/�conservation�/�preservationacquisitions�policies policiesacquisitions�policies policiesact�strategically�to�acquire,�develop,�and�allocateresources
resource�mgmt
administration M&Aadministration M&Aadministrative�duties M&Aalignment�of�mission,�goals/plans,�and�resources vision�/�mission�/�goals�/�objectives�/�strategyallocates�space/facilities�to�meet�collections,audience,�and�staff�needs
environment
allocation�of�resources resource�mgmtanalysis�of�data analysisanalysis,�monitoring,�and�reporting�methods analysisassesses�the�effectiveness�of�its�interpretive�activities analysisaudience�characteristics customeraudience�research customeraudience�response customerbudget�cycle resource�mgmtbusiness�management M&Abusiness�management�strategies M&Acare�of�collections collection�/�conservation�/�preservationcataloging collection�/�conservation�/�preservationchange�management org�planningcharacteristics�and�needs�of�its�existing�and�potentialaudiences
customer
clarification�of�objectives vision�/�mission�/�goals�/�objectives�/�strategyclean�and�well-maintained,�and�provides�for�thevisitors’�needs
environment
clear�and�formal�division�of�responsibilities R/R�&�Commclimate�considerations� facilitiescollection�care collection�/�conservation�/�preservationcollections collection�/�conservation�/�preservationcollections�as�records documentation�/�records�/�informationcollections�development collection�/�conservation�/�preservationcollections�documentation documentation�/�records�/�informationcollections�management collection�/�conservation�/�preservationcollections�management collection�/�conservation�/�preservationcollections�policies policiescommitment�to�providing�public�with�physical�andintellectual�access
leadership
committed�to�public�accountability leadershipcommunicates�why�it�exists�and�who�benefits R/R�&�Commcommunication�theory R/R�&�Commcommunity�engagement customerconcept�development Prod�planning
Page 110
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conservation collection�/�conservation�/�preservationconservation collection�/�conservation�/�preservationconservation�techniques collection�/�conservation�/�preservationconservation�techniques collection�/�conservation�/�preservationconsultancy�and�contract�workers HRcontracts resource�mgmtcreative�problem-solving improve�/�correct�/�preventdata�collection Measuresdata�collection,�preparation�and�analysis Measuresdata�management documentation�/�records�/�informationdata�management documentation�/�records�/�informationdefining�and�measuring�their�own�achievement Measuresdesign designdesign designdesign designdesign�documentation documentation�/�records�/�informationdesign�specifications documentation�/�records�/�informationdesign,�and�production designdetection�and�identification�of�causes�of�deterioration Measuresdeveloping�exhibits exhibitsdevelopment exhibitsdevelopment�of�collection�care�programs collection�/�conservation�/�preservationdiverse�audiences customerdiverse�audiences customerdocumentation documentation�/�records�/�informationdocumentation�of�collection documentation�/�records�/�informationdocumentation�of�collections documentation�/�records�/�informationdocumentation�of�collections documentation�/�records�/�informationdocumentation�of�collections documentation�/�records�/�informationdocumenting�collections documentation�/�records�/�informationeducation educationeducation educationeducational�programming educationeducational�services educationeducational�theory educationengage�both�national�and�local�audiences customerenvironmental�controls environmentestablishes�measures�of�success Measuresethical�approaches leadershipethical�considerations leadershipethical�responsibilities leadershipethics�of�collecting leadershipevaluation analysisevaluation�techniques analysisexhibit�evaluation analysisexhibit�management M&Aexhibition�concept�development exhibitsexhibition�design exhibitsexhibition�design exhibitsexhibition�design exhibits
Page 111
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exhibition�development exhibitsexhibition�development exhibitsexhibition�planning Prod�planningexhibition�problems improve�/�correct�/�preventexhibition�theory Prod�planningexhibitions exhibitsfacilities facilitiesfire,�safety,�and�security facilitiesfocused�on�meeting�its�mission vision�/�mission�/�goals�/�objectives�/�strategyfocused�on�process process�/�procedurefumigation collection�/�conservation�/�preservationgoal�setting vision�/�mission�/�goals�/�objectives�/�strategygovernance R/R�&�Commgovernance R/R�&�Commgovernance R/R�&�Commgovernance�in�museums R/R�&�Commgoverning�authority,�staff,�and�volunteers�roles�andresponsibilities
R/R�&�Comm
handling,�restoration,�preservation,�storage�anddisplay�of��specimens
collection�/�conservation�/�preservation
how�museums�interact�with�their�audiences customerhuman�resources�management HRidentifies�the�communities�it�serves customeridentifying�sources�of�deterioration collection�/�conservation�/�preservationimprove�museum improve�/�correct�/�preventinformation�management documentation�/�records�/�informationinstallation exhibitsinstallation�of�museum�exhibits exhibitsInter-cultural�communication R/R�&�Comminterpretive�programs exhibitsissues�concerning�audience customerjob�qualifications HRlabor�relations HRleadership�and�administration�styles leadershiplearning�theories educationlearning�theories�and�styles educationlearning�theories�and�understanding�audiences educationlearning�theory educationlegal�obligations leadershiploans�and�collection�care collection�/�conservation�/�preservationmaintenance transport�/�storage�/�preservationmaintenance�of�its�facilities facilitiesmanagement M&Amanagement M&Amanagement M&Amanagement�and�administration M&Amanagement�and�administration M&Amanagement�policies policiesmanagement�policies policiesmanagement�policies�and�practices policies
Page 112
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management�procedures�and�systems process�/�proceduremanages,�documents,�cares�for transport�/�storage�/�preservationmanaging�and�preserving collection�/�conservation�/�preservationmanaging�people HRmanaging�projects resource�mgmtmethods process�/�proceduremethods�of�handling�material transport�/�storage�/�preservationmission vision�/�mission�/�goals�/�objectives�/�strategymission vision�/�mission�/�goals�/�objectives�/�strategymission vision�/�mission�/�goals�/�objectives�/�strategymission�and�goals vision�/�mission�/�goals�/�objectives�/�strategymission�statement vision�/�mission�/�goals�/�objectives�/�strategymission�statements vision�/�mission�/�goals�/�objectives�/�strategymodern�management�concepts M&Amonitoring�environmental�conditions Measuresmonitoring�responsibilities R/R�&�Commmulticulturalism customermuseum�administration M&Amuseum�collection�data documentation�/�records�/�informationmuseum�functions functions�/�organizationmuseum�functions�-�collecting,�researching,conserving�and�exhibiting
functions�/�organization
museum�leadership leadershipmuseum�management M&Amuseum�planning�and�development org�planningmuseums�of�different�sizes,�audiences customernature�of�museum�collection collection�/�conservation�/�preservationneeds�of�diverse�audiences customernon-profit�organizations functions�/�organizationobjectives functions�/�organizationobligations�to�the�public customerongoing�assessment�of�operations�and�programs analysisoperation�of�the�museum M&Aoperational�needs�in�modern�museums resource�mgmtoperations resource�mgmtoperations resource�mgmtoperations�are�integrated functions�/�organizationorg�structures�and�processes�advance�mission functions�/�organizationorganization functions�/�organizationorganizational�behavior functions�/�organizationorganizational�change�and�development functions�/�organizationorganizational�management. functions�/�organizationorganizational�theory functions�/�organizationpacking�and�transporting transport�/�storage�/�preservationperformance�measures�and�evaluation Measurespersonal�role R/R�&�Commpersonnel�management HRphysical�facilities facilitiesplan�and�create�program prod�planningplanning prod�planning
Page 113
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planning prod�planningplanning�and�implementation prod�planningplanning�and�implementation�of�educationalprograms
Prod�planning
planning�exhibits Prod�planningplanning�that�includes�involvement�of�its�audiences Prod�planningplanning,�collecting,�preparation Prod�planningplanning,�design,�production�and�evaluation�ofprograms
Prod�planning
planning,�developing,�and�evaluating prod�planningplanning,�developing,�and�producing�booklets Prod�planningplans�for�the�use�and�development�of�its�collections collection�/�conservation�/�preservationplant�maintenance facilitiespolicies policiespolicies�and�procedures policiespolicies�and�procedures�on�acquisition,�exhibition,retention
policies
policy�development policiespolicy�making policiespolicy�roles R/R�&�Commpresents�accurate�and�appropriate�content�for�eachof�its�audiences
customer
preservation�of�art�objects collection�/�conservation�/�preservationpreventative�conservation improve�/�correct�/�preventpreventive�care improve�/�correct�/�preventpreventive�conservation improve�/�correct�/�preventpreventive�conservation improve�/�correct�/�preventpreventive�conservation improve�/�correct�/�preventpreventive�conservation improve�/�correct�/�preventpreventive�conservation improve�/�correct�/�preventprinciples�of�conservation collection�/�conservation�/�preservationproblem-solving improve�/�correct�/�preventprocedures M&Aprocess�of�change�in�museums�from�a�managementperspective
org�planning
processes�of�research,�conceptualization,�planningand�evaluation
collection�/�conservation�/�preservation
producing�an�exhibition process�/�procedureproducing�exhibits process�/�procedureproduction�and�evaluation�of�exhibit�prototypes improve�/�correct�/�preventproduction�of�exhibitions process�/�procedureprogram�development prod�planningproject�design process�/�procedureproject�design process�/�procedureproject�objectives process�/�procedureprovide�engaging�learning�experiences educationproviding�services�to�the�profession�and�public customerpsychology�of�different�audiences customerpublic�Learning customerpublic�programs customer
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public�service�role customerpublic�service�role customerpublic�service�role customerpublic�trust leadershippurchases purchasingpurposes vision�/�mission�/�goals�/�objectives�/�strategyqualifications,�and�diversity�of�the�museum’sleadership,�staff
HR
quality�control qualityquality�maintenance�of�services�and�products qualityquality�management. qualityrecords documentation�/�records�/�informationregulations leadershipreport�methods analysisrequirements�of�climate facilitiesrequirements�of�visitor�use customerresource�evaluation analysisresource�management resource�mgmtresource�management resource�mgmtrestoration collection�/�conservation�/�preservationrole�in�the�community leadershiprole�of�education educationrole�of�education�in�exhibit�development educationroles R/R�&�Commroles�and�relationships R/R�&�Commroles�of�curators,�designers,�visitors,�artists�and"stake-holder"�audiences
R/R�&�Comm
roles�of�director�and�senior�management R/R�&�Commroles�of�key�staff�members R/R�&�Commspecial�needs�of�diverse�publics educationspecialized�care collection�/�conservation�/�preservationstaffing HRstatement�of�intent vision�/�mission�/�goals�/�objectives�/�strategystatement�of�mission vision�/�mission�/�goals�/�objectives�/�strategystatement�of�purpose vision�/�mission�/�goals�/�objectives�/�strategystates�its�overall�educational�goals educationstorage collection�/�conservation�/�preservationstorage�and�care�of�objects collection�/�conservation�/�preservationstorage�and�handling collection�/�conservation�/�preservationstrategic�planning vision�/�mission�/�goals�/�objectives�/�strategystrategic�planning vision�/�mission�/�goals�/�objectives�/�strategystrategies�for�team�building�and�communication vision�/�mission�/�goals�/�objectives�/�strategystructure�and�organization�of�museums functions�/�organizationstructure�of�professional�museum�organizations functions�/�organizationsupport�organizations R/R�&�Commteaching�strategies educationtheories�and�methods�of�museum�exhibitions Prod�planningtheory�and�practice educationtheory�of�organizations functions�/�organizationto�make�meaningful�use�of�assessment�results improve�/�correct�/�prevent
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training�docents HRtraining�needs�analysis�of�organization�and�staff HRtranslating�concepts�into�plans,�models�andspecification�documents
Prod�planning
transportation�of�works transport�/�storage�/�preservationunderstanding�audiences customeruses�measures�to�evaluate�and�adjust�its�activities. improve�/�correct�/�preventuses�those�results�to�plan�and�improve�its�activities improve�/�correct�/�preventutilizing�available�resources resource�mgmtvariety�of�museum�audiences customervision�of�and�purpose�for�museums vision�/�mission�/�goals�/�objectives�/�strategyvisitor�characteristics customervisitor�experience customervisitor�experience:�interpretive�methods customervisitor�experience:�learning�theories customervisitor�motivation customer
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APPENDIX�C
SEMANTICALLY�EQUIVALENT�GROUPS�MAPPED�TO�ISO�SUBCATEGORIES
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APPENDIX�D
RESEARCH�CONSENT�FORM
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University�of�North�TexasInstitutional�Review�Board
Research�Consent�Form
Subject�Name� Date�
Title�of�StudyQuality�Management�Systems�in�Museum�Information�Systems�Environments:�A�CaseStudy�of�ISO�9001-2000�as�an�Evaluative�Technique
Principal�Investigator�Fred�H.�KarrBefore�agreeing�to�participate�in�this�research�study,�it�is�important�that�you�read�andunderstand�the�following�explanation�of�the�purpose�and�benefits�of�the�study�and�howit�will�be�conducted.
Purpose�of�the�StudyThis�research�will�be�founded�upon�an�established,�widely-accepted�model�of�qualityassurance,�the�International�Standard�ISO-9000�series�of�quality�managementsystems�standards,�and�it�will�explore�the�applicability�of�the�concepts�to�theinformation�systems�within�a�museum�environment.
Description�of�the�StudyThe�ISO-9000�series�was�designed�to�be�applicable�to�both�product�and�serviceenvironments,�but�traditional�applications�have�been�within�the�context�of�profit-seeking�businesses�that�manufacture�a�product�for�sale,�or�provide�a�remunerableservice.�Every�museum�has�a�mission�to�provide�a�service,�or�multiple�services,�to�adefined�client/patron�base�of�some�sort.�Every�museum�has�certain�processes�andprocedures�that�are�incorporated�into�the�museum's�strategic�planning�and�operationalactivities,�with�the�intent�of�those�processes�and�procedures�to�be�oriented�toward�theassurance�of�some�level�of�quality�in�the�services�that�the�museum�provides.The�study�will�explore�those�processes�and�procedures.�It�will�not�evaluate�amuseum's�service�quality.�One�of�the�assumptions�is�that�museums�already�want�to"do�things�right";�a�second�assumption�is�that�museums�already�want�to�"do�the�rightthings."��The�intent�of�this�study�is�to�explore�the�forms�of�quality�assurance�activitiesthat�already�exist�within�the�museum�environment,�that�are�oriented�toward�those�twoassumptions.
Procedures�to�be�usedThree�large-city�public�museums�will�be�selected�to�participate.�Arrangements�will�bemade�to�interview�the�senior�management�at�each�museum.�Each�interview�willrequire�3-4�hours�of�questioning.�The�interview�will�consist�of�the�interviewer�readingeach�passage�from�the�ISO�9001-2000�standard,�and�then�asking�the�interviewee�if
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that�passage�adequately�describes�a�comparable�activity�within�the�museum�understudy.
If�it�does,�the�interviewer�will�also�ask:�if�the�activity�(process)�is�documented;�if�itresults�in�any�records�being�generated;�if�information�is�generated�in�the�form�ofmeasurements�of�the�process;�and�if�the�process�is�improved�over�time.�The�intent�isto�determine�which�elements�of�the�standard�are�to�be�found�within�the�museuminformation�systems�environment.
Description�of�the�foreseeable�risksThere�are�no�foreseeable�risks�associated�with�this�study.
Benefits�to�the�subjects�or�othersThe�value�of�this�study�lies�in�its�ground-breaking�approach�to�a�global�issue:�theachievement�of�demonstrable�quality�in�the�management�of�quality�usinginternationally�recognized�standards.�No�similar�studies�have�been�found�that�addressthis�perspective�within�a�museum�environment.�These�museum�pioneers�will�be�earlycontributors�to�the�body�of�research�that�may�help�them�design�and�use�qualitymanagement�tools�that�work�for�their�environments.�The�use�of�an�internationalstandard�will�allow�them�to�compare�data�across�institutions,�and�will�enable�theirinvolvement�in�the�development�of�globally�recognized�accreditation�tools.�Eachparticipant�will�receive�a�copy�of�the�results�of�the�investigation�at�the�conclusion�of�thestudy.
Procedures�for�Maintaining�Confidentiality�of�Research�RecordsThe�interview�records�will�not�contain�any�information�that�will�identify�the�intervieweesor�the�museums�from�which�the�data�is�obtained.�The�museums�will�be�described�onlyin�terms�of�type�and�size�for�the�purpose�of�establishing�a�basis�of�similarity.�Theinterview�records�will�be�retained�by�the�principal�investigator�for�a�period�of�sixmonths�after�the�conclusion�of�the�investigation,�and�then�will�be�destroyed.
Review�for�the�Protection�of�ParticipantsThis�research�study�has�been�reviewed�and�approved�by�the�UNT�Institutional�ReviewBoard�(IRB).��The�UNT�IRB�can�be�contacted�at�[information�removed]�with�anyquestions�regarding�the�rights�of�research�subjects.
Research�Subject's�RightsI�have�read�or�have�had�read�to�me�all�of�the�above.Fred�Karr�has�explained�the�study�to�me�and�answered�all�of�my�questions.�I�havebeen�told�the�risks�and/or�discomforts�as�well�as�the�possible�benefits�of�the�study.
I�understand�that�I�do�not�have�to�take�part�in�this�study�and�my�refusal�to�participateor�my�decision�to�withdraw�will�involve�no�penalty�or�loss�of�rights�or�benefits.�Thestudy�personnel�may�choose�to�stop�my�participation�at�any�time.
In�case�I�have�any�questions�about�the�study,�I�have�been�told�I�can�contact�thestudy’s�Principal�investigator,�Fred�H.�Karr,�a�doctoral�student�at�the�University�ofNorth�Texas�School�of�Library�and�Information�Sciences�at�[information�removed]�or
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the�faculty�sponsors:�Dr.�Samantha�Hastings,�Dean�[information�removed],�or�Dr.Brian�O’Connor,�Interdisciplinary�PhD�Program�Coordinator�[information�removed],�atthe�University�of�North�Texas�School�of�Library�and�Information�Sciences.�Iunderstand�my�rights�as�research�subject�and�I�voluntarily�consent�to�participate�in�thisstudy.�I�understand�what�the�study�is�about,�how�the�study�is�conducted,�and�why�it�isbeing�performed.�I�have�been�told�I�will�receive�a�signed�copy�of�this�consent�form.
_____________________________________ ______________
Signature�of�Subject Date
For�the�Investigator:I�certify�that�I�have�reviewed�the�contents�of�this�form�with�the�subject�signing�above.�Ihave�explained�the�known�benefits�and�risks�of�the�research.�It�is�my�opinion�that�thesubject�understood�the�explanation.
_____________________________________ ______________
Signature�of�Principal�Investigator Date
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APPENDIX�E
DATA�COLLECTION�INSTRUMENT
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DATA�COLLECTION�INSTRUMENT
Quality�Management�Systems�in�the�Museum�Information�Systems�Environment:A�Case�Study�of�ISO�9001-2000�as�an�Evaluative�Technique
Fred�H.�KarrUniversity�of�North�Texas
Spring�2005
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4��Quality�Management�System�(QMS)
4.1 General requirements
----------
The�museum�shall�establish,�document,�implement�and�maintain�a�quality�management�system�and�continually�improve�its�effectiveness.i.e.�The�organization�shall:
a)��identify�the�processes�needed�for�the�quality�management�system�and�their�application�throughout�the�organization;b)��determine�the�sequence�and�interaction�of�these�processes;c)��determine�criteria�and�methods�needed�to�ensure�that�both�the�operation�and�control�of�these�processes�are�effective;d)��ensure�the�availability�of�resources�and�information�necessary�to�support�the�operation�and�monitoring�of�these�processes;e)��monitor,�measure�and�analyze�these�processes;�andf)��implement�actions�necessary�to�achieve�planned�results�and�continual�improvement�of�these�processes.
Item�1:��Has�the�museum�developed�and�implemented�a�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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4��Quality�Management�System�(QMS)
4.2��Documentation�Requirements
4.2.1��General
The�quality�management�system�documentation�shall�include:b)��a�quality�manual;c)��documented�procedures�required�by�the�International�Standard;d)��documents�needed�by�the�organization�to�ensure�the�effective�planning,�operation�and�control�of�its�processes;�ande)��records�required�by�the�International�Standard.
Item�2:�Does�the�museum�have�documentation�of�its�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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4��Quality�Management�System�(QMS)
4.2��Documentation�Requirements
4.2.2��Quality�Manual
The�organization�shall�establish�and�maintain�a�quality�manual�that�includes:a)��the�scope�of�the�quality�management�system,�including�details�of,�and�justification�for,�any�exclusions;b)��the�document�procedures�established�for�the�quality�management�system,�or�reference�to�them;�andc)��a�description�of�the�interaction�between�the�processes�of�the�quality�management�system.
Item�3:�Has�the�museum�developed�a�quality�manual�that�addresses�system�scope,�processes�and�document�procedures?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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4��Quality�Management�System�(QMS)
4.2��Documentation�Requirements
4.2.3��Control�of�Documents
Documents�required�by�the�quality�management�system�shall�be�controlled.��(Records�are�addressed�in�4.2.4)A�documented�procedure�shall�be�established�to�define�the�controls�needed�(for�the�following):
a)��to�approve�documents�for�adequacy�prior�to�issue,b)��to�review�and�update�as�necessary�and�re-approve�documents,c)��to�ensure�that�changes�and�the�current�revision�status�of�documents�are�identified,d)��to�ensure�that�relevant�versions�of�applicable�documents�are�available�at�points�of�use,e)��to�ensure�that�documents�remain�legible�and�readily��identifiable,f)��to�ensure�that�documents�of�external�origin�are�identified�and�their�distribution�controlled,�andg)��to�prevent�the�unintended�use�of�obsolete�documents,�and�to�apply�suitable�identification�to�them�if�they�are�retained�for�any
purpose.
Item�4:�Does�the�museum�control�the�quality�management�system�process�documents?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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120
4��Quality�Management�System�(QMS)
4.2��Documentation�Requirements
4.2.3��Control�of�Records
Records�shall�be�established�and�maintained�to�provide�evidence�of�conformity�to�requirements,�and�of�the�effective�operation�of�thequality�management�system.Records�shall�remain�legible,�readily�identifiable�and�retrievable.A�documented�procedure�shall�be�established�to�define�the�controls�needed�for�the�identification,�storage,�protection,�retrieval,�retentiontime�and�disposition�of�records.
Item�5:��Does�the�museum�control�the�quality�management�system�process�records?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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121
5��Management�Responsibility
5.1��Management�Commitment
----------
Top�management�shall�provide�evidence�of�its�commitment�to�the�development�and�implementation�of�the�quality�management�systemand�continually�improving�its�effectiveness�by:
a)��communicating�to�the�organization�the�importance�of�meeting�patron�as�well�as�statutory�and�regulatory�requirements,b)��establishing�the�quality�policy,c)��ensuring�that�quality�objectives�are�established,d)�conducting�management�reviews,e)�ensuring�the�availability�of�resources.
Item�6:��Does�the�museum�management�promote�the�importance�of�quality?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 130
122
5��Management�Responsibility
5.2��Patron�Focus
----------
Top�management�shall�ensure�that�patron�requirements�are�determined�and�are�met�with�the�aim�of�enhancing�patron�satisfaction.
Item�7:��Does�museum�management�ensure�that�patron�requirements�are�determined?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 131
123
5��Management�Responsibility
5.3��Quality�Policy
----------
Top�management�shall�ensure�that�the�quality�policy:a)��is�appropriate�to�the�purpose�of�the�organization,b)��includes�a�commitment�to�comply�with�requirements�and�continually�improve�the�effectiveness�of�the�quality�management�system,c)��provides�a�framework�for�establishing�and�reviewing�quality�objectives,d)��is�communicated�and�understood�within�the�organization,�ande)��is�reviewed�for�continuing�suitability.
Item�8:��Has�the�leadership�of�the�museum�developed�the�museum’s�quality�policy?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 132
124
5��Management�Responsibility
5.4��Planning
5.4.1��Quality�objectives
Top�management�shall�ensure�that�quality�objectives,�including�those�needed�to�meet�requirements�for�product�[or�service],�areestablished�at�relevant�functions�and�levels�within�the�organization.The�quality�objectives�shall�be�measurable�and�consistent�with�the�quality�policy.
Item�9:��Does�the�leadership�of�the�museum�ensure�that�measurable,�consistent�quality�objectives�are�established�at�relevant�functionsand�levels�of�the�organization?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 133
125
5��Management�Responsibility
5.4��Planning
5.4.2��Quality�management�system�planning
Top�management�shall�ensure�that:a)��the�planning�of�the�quality�management�system�is�carried�out�in�order�to�meet�the�requirements�given�in�4.1�(general�QMS),�as
well�as�the�quality�objectives,�andb)��the�integrity�of�the�quality�management�system�is�maintained�when�changes�to�the�management�system�are�planned�and
implemented.
Item�10:��Does�the�leadership�of�the�museum�ensure�that�planning�is�conducted�for�the�development,�implementation�and�improvementof�the�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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126
5��Management�Responsibility
5.5��Responsibility,�authority�and�communication
5.5.1��Responsibility�and�authority
Top�management�shall�ensure�that�responsibilities�and�authorities�are�defined�and�communicated�within�the�museum.
Item�11:��Does�leadership�of�the�museum�ensure�that�responsibilities�and�authorities�of�the�participants�in�the�quality�managementsystem�are�defined�and�communicated?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 135
127
5��Management�Responsibility
5.5��Responsibility,�authority�and�communication
5.5.2��Management�representative
Top�management�shall�appoint�a�member�of�management�who,�irrespective�of�other�responsibilities,�shall�have�responsibility�andauthority�that�includes:
a)��ensuring�that�processes�needed�for�the�quality�management�system�are�established,�implemented�and�maintained,b)��reporting�to�top�management�on�the�performance�of�the�quality�management�system�and�any�need�for�improvement,�andc)��ensuring�the�promotion�of�awareness�of�patron�requirements�throughout�the�organization.
Item�12:��Has�the�leadership�of�the�museum�appointed�a�member�of�management�with�the�responsibility�and�authority�to�ensure�thedevelopment,�implementation,�maintenance�and�improvement�of�the�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 136
128
5��Management�Responsibility
5.5��Responsibility,�authority�and�communication
5.5.3��Internal�Communication
Top�management�shall�ensure�that�appropriate�communication�processes�are�established�within�the�museum�and�that�communicationtakes�place�regarding�the�effectiveness�of�the�quality�management�system.
Item�13:��Does�a�member�of�management�communicate,�to�the�organization,�the�effectiveness�of�the�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 137
129
5��Management�Responsibility
5.6��Management�Review
5.6.1��General
Top�management�shall�review�the�museum's�QMS,�at�planned�intervals,�to�ensure�its�continued�suitability,�adequacy�and�effectiveness.This�review�shall�include�assessing�opportunities�for�improvement�and�the�need�for�changes�to�the�QMS,�including�the�quality�policy�andquality�objectives.
Item�14:��Does�leadership�of�the�museum�conduct�reviews�of�the�quality�management�system�at�planned�intervals?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 138
130
5��Management�Responsibility
5.6��Management�Review
5.6.2��Review�input
The�input�to�management�review�shall�include�information�on:a)��results�of�audits,b)��patron�feedback,c)��process�performance�and�product/service�conformity,d)��status�of�preventive�and�corrective�actions,e)��follow-up�actions�from�previous�management�reviews,f)��changes�that�could�affect�the�quality�management�system,�andg)�recommendations�for�improvement.
Item�15:��Does�museum�leadership�conduct�reviews�of�the�QMS�using�information�such�as:�audit�reviews,�patron�feedback,�processperformance�data,�service�conformity�data,�corrective�action�status�or�recommendations�for�improvement?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 139
131
5��Management�Responsibility
5.6��Management�Review
5.6.3��Review�output
Element�ContentThe�output�from�the�management�review�shall�include�any�decisions�and�actions�related�to:
a)��improvement�of�the�effectiveness�of�the�QMS�and�its�processes,b)��improvement�of�services�related�to�patron�requirements,�andc)��resource�needs
Item�16:��Does�museum�leadership�conduct�reviews�that�include�decisions�and�actions�related�to�effectiveness�of�the�QMS�and�itsprocesses,�improvement�of�services�relative�to�patron�requirements,�or�resource�needs?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 140
132
6��Resource�Management
6.1��Provision�of�resources
----------
Element�ContentThe�museum�shall�determine�and�provide�the�resources�needed:
a)��to�implement�and�maintain�the�QMS�and�continually�improve�its�effectiveness;b)��to�enhance�patron�satisfaction�by�meeting�patron�requirements.
Item�17:��Does�the�museum�determine�and�provide�the�resources�needed�to�support�and�improve�the�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 141
133
6��Resource�Management
6.2��Human�resources
6.2.1��General
Personnel�performing�work�affecting�service�quality�shall�be�competent�on�the�basis�of�appropriate�education,�training,�skills�andexperience.
Item�18:��Does�the�museum�determine�the�necessary�competencies�for�personnel�performing�work�that�affects�the�quality�of�theproducts�or�services?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 142
134
6��Resource�Management
6.�2��Human�resources
6.2.1��Competence,�awareness�and�training
The�museum�shall:a)��determine�the�necessary�competence�for�personnel�performing�work�affecting�product�quality,b)��provide�training�or�take�other�actions�to�satisfy�these�needs,c)��evaluate�the�effectiveness�of�the�actions�taken,d)��ensure�that�its�personnel�are�aware�of�the�relevance�and�importance�of�their�activities�and�how�they�contribute�to�the�achievement
of�the�quality�objectives,�ande)��maintain�appropriate�records�of�education,�training,�skills�and�experience.
Item�19:��Does�the�museum�provide�training�or�take�actions�to�satisfy�competency�needs,�and�evaluate�its�effectiveness?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 143
135
6��Resource�Management
6.3��Infrastructure
----------
The�museum�shall�determine,�provide�and�maintain�the�infrastructure�needed�to�achieve�conformity�to�service�requirements.Infrastructure�includes,�as�applicable:
a)��buildings,�workspace�and�associated�utilities;b)��process�equipment�(both�hardware�and�software);�andc)��supporting�services�(such�as�transport�or�communication).
Item�20:��Does�the�museum�determine,�provide�and�maintain�the�infrastructure�needed�to�achieve�conformity�to�its�product�or�servicerequirements?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 144
136
6��Resource�Management
6.4��Work�environment
----------
The�museum�shall�determine�and�manage�the�work�environment�needed�to�achieve�conformity�to�service�requirements.
Item�21:��Does�the�museum�determine�and�manage�the�work�environment�needed�to�achieve�conformity�to�product�or�servicerequirements?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 145
137
7��Service�Realization
7.1��level�2
----------
The�museum�shall�plan�and�develop�the�processes�needed�for�service�realization.�Planning�of�service�realization�shall�be�consistent�withthe�requirements�of�the�other�processes�of�the�QMS.In�planning�service�realization,�the�museum�shall�determine�the�following,�as�appropriate:
a)��quality�objectives�and�requirements�for�the�service;b)��the�need�to�establish�processes,�documents,�and�provide�resources�specific�to�the�service;c)��required�verification,�validation,�monitoring,�inspection�and�test�activities�specific�to�the�service�and�the�criteria�for�service
acceptance;d)��records�needed�to�provide�evidence�that�the�realization�processes�and�resulting�service�meet�requirements.
Item�22:��Does�the�museum�conduct�product/service�realization�planning�that�considers�other�relevant�processes�in�the�organization?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 146
138
7��Service�Realization
7.2��Patron-related�processes
7.2.1��Determination�of�requirements�related�to�service
The�museum�shall�determine:a)��requirements�specified�by�the�patron,�including�the�requirements�for�delivery�and�post-delivery�activities,b)��requirements�not�stated�by�the�patron�but�necessary�for�specified�or�intended�use,�where�known;c)�statutory�and�regulatory�requirements�related�to�service;�andd)�any�additional�requirements�determined�by�the�museum
Item�23:��Does�the�museum�identify�the�full�range�of�requirements�for�its�products�and�services?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 147
139
7��Service�Realization
7.2��Patron-related�processes
7.2.2��Review�of�requirements�related�to�the�service
The�museum�shall�review�the�requirements�related�to�the�service.�This�review�shall�be�conducted�prior�to�the�museum's�commitment�tosupply�a�service�to�the�patron,�and�shall�ensure�that:
a)��service�requirements�are�defined;b)��contract�or�order�requirements�differing�from�those�previously�expressed�are�resolved;�andc)��the�museum�has�the�ability�to�meet�the�defined�requirements.
Item�24:�Does�the�museum�conduct�reviews�of�product�and�service�requirements�with�its�customers/patrons?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 148
140
7��Service�Realization
7.2��Patron-related�processes
7.2.3��Patron�communication
The�museum�shall�determine�and�implement�effective�arrangements�for�communicating�with�patrons�in�relation�to:a)��service�information;b)��inquiries,�contracts�or�order�handling,�including�amendments;�andc)��patron�feedback,�including�patron�complaints.
Item�25:��Does�the�museum�possess�an�operational�mechanism�for�communicating�with�its�customers/patrons?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 149
141
7��Service�Realization
7.3��Design�and�development
7.3.1��Design�and�development�planning
The�museum�shall�plan�and�control�the�design�and�development�of�service.During�the�design�and�development�planning,�the�museum�shall�determine:
a)��the�design�and�development�stages,b)��the�review,�verification�and�validation�that�are�appropriate�to�each�design�and�development�stage,c)��the�responsibilities�and�authorities�for�design�and�development.
The�museum�shall�mange�the�interfaces�between�different�groups�involved�in�design�and�development�to�ensure�effective�communicationand�clear�assignment�of�responsibility.Planning�output�shall�be�updated�as�appropriate,�as�the�design�and�development�progresses.
Item�26:�Does�the�museum�plan�and�control�the�design�and�development�of�its�products�and�services?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 150
142
7��Service�Realization
7.3��Design�and�development
7.3.2��Design�and�development�inputs
Inputs�relating�to�service�requirements�shall�be�determined�and�records�maintained.�These�inputs�shall�include:a)��functional�and�performance�requirements,b)��applicable�statutory�and�regulatory�requirements,c)��where�applicable,�information�derived�from�previous�similar�designs,�andd)��other�requirements�essential�for�design�and�development.
These�inputs�shall�be�reviewed�for�adequacy.�Requirements�shall�be�complete,�unambiguous�and�not�in�conflict�with�each�other.
Item�27:��Does�the�museum�review�all�inputs�to�the�design�and�development�of�its�services�for�their�adequacy�in�terms�of�ambiguity�orconflict?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 151
143
7��Service�Realization
7.3��Design�and�development
7.3.3��Design�and�development�outputs
The�outputs�of�design�and�development�shall�be�provided�in�a�form�that�enables�verification�against�the�design�and�development�inputand�shall�be�approved�prior�to�release.Design�and�development�outputs�shall:
a)��meet�the�input�requirements�for�design�and�development;b)��provide�appropriate�information�for�purchasing,�production�and�for�service�provision;c)��contain�or�reference�service�acceptance�criteria;�andd)��specify�the�characteristics�of�the�product�that�are�essential�for�its�safe�and�proper�use.
Item�28:��Does�the�museum�ensure�that�outputs�of�design�and�development�are�in�a�form�to�enable�verification�against�design�anddevelopment�inputs?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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7��Service�Realization
7.3��Design�and�development
7.3.4��Design�and�development�review
At�suitable�stages,�systematic�reviews�of�design�and�development�shall�be�performed�in�accordance�with�planned�arrangements:a)��to�evaluate�the�ability�of�the�results�of�design�and�development�to�meet�requirements;�andb)��to�identify�any�problems�and�propose�necessary�actions.
Participants�in�such�reviews�shall�included�representatives�of�functions�concerned�with�the�design�and�development�stages�beingreviewed.
Item�29:��Does�the�museum�conduct�design�and�development�reviews�to�evaluate�the�ability�of�the�results�of�design�and�development�tomeet�requirements?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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145
7��Service�Realization
7.3��Design�and�development
7.3.5��Design�and�development�verification
Verification�shall�be�performed�in�accordance�with�planned�arrangements�to�ensure�that�the�design�and�development�outputs�have�metthe�design�and�development�input�requirements.Records�of�the�results�of�the�verification�and�any�necessary�actions�shall�be�maintained.
Item�30:��Does�the�museum�perform�verification�of�design�and�development�outputs�to�ensure�they�have�met�the�design�anddevelopment�input�requirements?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 154
146
7��Service�Realization
7.3��Design�and�development
7.3.6��Design�and�development�validation
Design�and�development�validation�shall�be�performed�in�accordance�with�planned�arrangements�to�ensure�the�resulting�service�iscapable�of�meeting�the�requirements�for�the�specified�application�or�intended�use.Wherever�practicable,�validation�shall�be�completed�prior�to�the�delivery�or�implementation�of�the�service.
Item�31:��Does�the�museum�perform�validation�to�ensure�that�the�resulting�product�or�service�is�capable�of�meeting�the�requirements�forthe�specified�application�or�intended�use?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 155
147
7��Service�Realization
7.3��Design�and�development
7.3.7��Control�of�design�and�development�changes
Design�and�development�changes�shall�be�identified�and�records�maintained.�The�changes�shall�be�reviewed,�verified�and�validated,�asappropriate,�and�approved�before�implementation.The�review�of�design�and�development�changes�shall�include�evaluation�of�the�effect�of�the�changes�on�constituent�parts�and�products�[orservices]�already�delivered.
Item�32:��Does�the�museum�control�its�design�and�development�changes?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 156
148
7��Service�Realization
7.4��Purchasing
7.4.1��Purchasing�process
The�museum�shall�ensure�that�purchased�product/service�conforms�to�specified�purchase�requirements.�The�type�and�extent�of�controlapplied�to�the�supplier�and�the�purchased�product/service�shall�be�dependent�upon�the�effect�of�the�purchased�product/service�onsubsequent�service�realization,�or�the�final�realization.
Item�33:�Does�the�museum�ensure�that�purchased�products�and�services,�which�can�affect�service�quality,�conform�to�purchaserequirements?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 157
149
7��Service�Realization
7.4��Purchasing
7.4.2��Purchasing�information
Purchasing�information�shall�describe�the�product/service�to�be�purchased,�including�where�appropriate:a)��requirements�for�approval�of�product/service,�procedures,�processes�and�equipment;b)��requirements�for�qualification�of�personnel;�andc)��quality�management�system�requirements.
The�museum�shall�ensure�the�adequacy�of�specified�purchase�requirements�prior�to�their�communication�to�the�supplier.
Item�34:�Does�the�museum�provide�product�and�service�requirement�specifications�to�its�suppliers?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 158
150
7��Service�Realization
7.4��Purchasing
7.4.3��Verification�of�purchased�product
The�museum�shall�establish�and�implement�the�inspection�or�other�activities�necessary�for�ensuring�that�purchased�product�meetsspecified�purchase�requirements.Where�the�museum�or�its�patron�intends�to�perform�verification�at�the�supplier's�premises,�the�museum�shall�state�the�intendedverification�arrangements�and�method�of�product/service�release�in�the�purchasing�information.
Item�35:�Does�the�museum�conduct�verification�or�inspection�activities�on�its�purchased�products�or�services?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 159
151
7��Service�Realization
7.5��Production�and�service�provision
7.5.1��Control�of�production�and�service�provision
The�museum�shall�plan�and�carry�out�production�and�service�provision�under�controlled�conditions.�Controlled�conditions�shall�include,�asapplicable:
a)��the�availability�of�information�that�describes�the�characteristics�of�the�product/service;b)��the�availability�of�work�instructions,�as�necessary;c)��the�use�of�suitable�equipment;d)��the�availability�and�use�of�monitoring�and�measuring�devices;e)��the�implementation�of�monitoring�and�measurement;�andf)��the�implementation�of�release,�delivery�and�post-delivery�activities.
Item�36:�Does�the�museum�conduct�provisioning�activities�under�controlled�conditions?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 160
152
7��Service�Realization
7.5��Production�and�service�provision
7.5.2��Validation�of�processes�for�production�and�service�provision
The�museum�shall�validate�any�processes�for�production�and�service�provision�where�the�resulting�output�cannot�be�verified�bysubsequent�monitoring�or�measurement.�This�includes�any�processes�where�deficiencies�become�apparent�only�after�the�product�is�inuse�or�the�service�has�been�delivered.�Validation�shall�demonstrate�the�ability�of�these�processes�to�achieve�planned�results.The�organization�shall�establish�arrangements�for�these�processes�including,�as�applicable:
a)��defined�criteria�for�review�and�approval�of�the�processes;b)��approval�of�equipment�and�qualification�of�personnel;c)�use�of�specific�methods�and�procedures;d)�requirements�for�records;�ande)��revalidation.
Item�37:�Does�the�museum�conduct�validation�activities�on�its�provisioning�processes�if�outputs�cannot�be�verified�by�monitoring�ormeasuring?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 161
153
7��Service�Realization
7.5��Production�and�service�provision
7.5.3��Identification�and�traceability
Where�appropriate,�the�museum�shall�identify�the�product/service�by�suitable�means�throughout�the�product/service�realization.The�museum�shall�identify�the�product/service�status�with�respect�to�monitoring�and�measuring�requirements.Where�traceability�is�a�requirement,�the�museum�shall�control�and�record�the�unique�identification�of�the�product.
Item�38:�Does�the�museum�identify�its�products�and�services�throughout�the�provisioning�processes?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 162
154
7��Service�Realization
7.5��Production�and�service�provision
7.5.4��Patron�property
The�museum�shall�exercise�care�with�patron�property�while�it�is�under�the�museum's�control�or�being�used�by�the�museum.The�organization�shall�identify,�verify,�protect�and�safeguard�patron�property�provided�for�use,�or�incorporation�into�the�product/service.If�any�patron�property�is�lost,�damaged�or�otherwise�found�to�be�unsuitable�for�use,�this�shall�be�reported�to�the�patron,�and�recordsmaintained.Patron�property�can�include�intellectual�property.
Item�39:�Does�the�museum�ensure�the�safeguarding�of�customer/patron�property?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 163
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7��Service�Realization
7.5��Production�and�service�provision
7.5.5��Preservation�of�product
The�museum�shall�preserve�the�conformity�of�product/service�during�internal�processing�and�delivery�to�the�intended�destination.�Thispreservation�shall�include�identification,�handling,�packaging,�storage�and�protection.�Preservation�shall�also�apply�to�the�constituent�partsof�a�product�or�service.
Item�40:�Does�the�museum�ensure�preservation�of�product�and�service�conformity�during�packaging�and�delivery?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 164
156
7��Service�Realization
7.6��Control�of�monitoring�and�measuring�devices
----------
The�museum�shall�determine�the�monitoring�and�measurement�to�be�undertaken�and�the�monitoring�and�measuring�devices�needed�toprovide�evidence�of�conformity�of�product�service�to�determined�requirements.The�museum�shall�establish�processes�to�ensure�that�monitoring�and�measurement�can�be�carried�out�and�are�carried�out�in�a�mannerthat�is�consistent�with�the�monitoring�and�measurement�requirements.Where�necessary�to�ensure�valid�results,�measuring�equipment�shall:
a)��be�calibrated�or�verified�at�specified�intervals�against�measurement�standards;b)��be�adjusted�or�re-adjusted�as�necessary; c)��be�identified�to�enable�the�calibration�status�to�be�determined;d)��be�safeguarded�from�adjustments�that�would�invalidate�the�measurement�results;e)��be�protected�from�damage�and�deterioration�during�handling,�maintenance�and�storage.
The�museum�shall�assess�and�record�the�validity�of�the�previous�measuring�results�when�the�equipment�is�found�not�to�conform�torequirements.
Item�41:�Does�the�museum�ensure�that�monitoring�and�measuring�devices�are�consistent�with�monitoring�and�measuring�requirements?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 165
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8��Measurement,�analysis�and�improvement
8.1��General
----------
The�museum�shall�plan�and�implement�the�monitoring,�measurement,�analysis�and�improvement�processes�needed:a)��to�demonstrate�conformity�of�the�product�or�service,b)��to�ensure�conformity�of�the�quality�management�system,�andc)��to�continually�improve�the�effectiveness�of�the�quality�management�system.
This�shall�include�determination�of�applicable�methods,�including�statistical�techniques,�and�the�extent�of�their�use.
Item�42:�Does�the�museum�plan�and�implement�processes�for�monitoring,�measurement,�analysis�and�improvement?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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158
8��Measurement,�analysis�and�improvement
8.2��Monitoring�and�measurement
8.2.1��Patron�satisfaction
As�one�of�the�measurements�of�the�performance�of�the�QMS,�the�museum�shall�monitor�information�relating�to�patron�perception�as�towhether�the�organization�has�met�patron�requirements.The�methods�for�obtaining�and�using�this�information�shall�be�determined.
Item�43:�Does�the�museum�monitor�the�performance�of�the�quality�management�system�through�measurements�of�patron�satisfaction?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 167
159
8��Measurement,�analysis�and�improvement
8.2��Monitoring�and�measurement
8.2.2��Internal�audit
The�museum�shall�conduct�internal�audits�at�planned�intervals�to�determine�whether�the�quality�management�system:a)��conforms�to�the�planned�arrangements,�to�the�requirements�of�this�International�Standard�and�to�the�QMS�requirements
established�by�the�museum;�andb)��is�effectively�implemented�and�maintained.
An�audit�program�shall�be�planned,�taking�into�consideration�the�status�and�importance�of�the�processes�and�areas�to�be�audited,�as�wellas�results�of�previous�audits.�The�audit�criteria,�scope,�frequency�and�methods�shall�be�defined.Selection�of�auditors�and�conduct�of�audits�shall�ensure�objectivity�and�impartiality�of�the�audit�process.Auditors�shall�not�audit�their�own�work.
Item�44:�Does�the�museum�conduct�internal�audits�on�the�quality�management�system?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 168
160
8��Measurement,�analysis�and�improvement
8.2��Monitoring�and�measurement
8.2.3��Monitoring�and�measuring�of�process
The�museum�shall�apply�suitable�methods�for�monitoring�and,�where�applicable,�measurement�of�the�QMS�processes.These�methods�shall�demonstrate�the�ability�of�the�processes�to�achieve�planned�results.When�planned�results�are�not�achieved,�correction�and�corrective�action�shall�be�taken,�as�appropriate,�to�ensure�conformity�of�theproduct�/service.
Item�45:�Does�the�museum�monitor�and�measure�the�appropriate�quality�management�system�processes?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 169
161
8��Measurement,�analysis�and�improvement
8.2��Monitoring�and�measurement
8.2.4��Monitoring�and�measuring�of�product/service
The�museum�shall�monitor�and�measure�the�characteristics�of�the�product/service�to�verify�that�the�product�requirements�have�been�met..(This�shall�be�carried�out�at�the�appropriate�stages�of�the�product/service�realization�process�in�accordance�with�the�plannedarrangements.)Evidence�of�conformity�with�the�acceptance�criteria�shall�be�maintained.�Records�shall�indicate�the�person(s)�authorizing�release�of�theproduct/service.
Item�46:�Does�the�museum�monitor�and�measure�the�characteristics�of�its�final�products�and�services?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 170
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8��Measurement,�analysis�and�improvement
8.3��Control�of�non-conforming�product
----------
The�museum�shall�ensure�that�product/service�which�does�not�conform�to�requirements�is�identified�and�controlled�to�prevent�itsunintended�use�or�delivery.�The�controls�and�related�responsibilities�and�authorities�for�dealing�with�nonconforming�product�shall�bedefined�in�a�documented�procedure.The�museum�shall�deal�with�nonconforming�product/service�by�one�or�more�of�the�following�ways:
a)��by�taking�action�to�eliminate�the�detected�nonconformity;b)��by�authorizing�its�use,�release�or�acceptance�under�concession�by�a�relevant�authority�and,�where�applicable,�by�the�patron;c)��by�taking�action�to�preclude�its�original�intended�use�or�application.
When�nonconforming�product�is�corrected,��it�shall�be�subject�to�re-verification�to�demonstrate�conformity�to�requirements.When�nonconforming�product�is�detected�after�delivery�or�use�has�started,�the�museum�shall�take�action�appropriate�to�the�effects,or�potential�effects,�of�the�nonconformity.
Item�47:�Does�the�museum�ensure�that�nonconforming�products�and�services�are�appropriately�controlled?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 171
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8��Measurement,�analysis�and�improvement
8.4��Analysis�of�data
----------
The�museum�shall�determine,�collect�and�analyze�appropriate�data�to�demonstrate�the�suitability�and�effectiveness�of�the�QMS�and�toevaluate�where�continual�improvement�of�the�effectiveness�of�the�quality�management�system�can�be�made.�This�shall�include�datagenerated�as�a�result�of�monitoring�and�measurement�and�from�other�relevant�sources.The�analysis�of�data�shall�provide�information�relating�to:
a)��patron�satisfaction;b)��conformity�to�product�requirements;c)��characteristics�and�trends�of�processes�and�products�including�opportunities�for�preventive�action;�andd)��suppliers.
Item�48:�Does�the�museum�collect�and�analyze�data�from�multiple�sources�to�inform�of�system�modification�opportunities?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 172
164
8��Measurement,�analysis�and�improvement
8.5��Improvement
8.5.1��Continual�Improvement
The�museum�shall�continually�improve�the�effectiveness�of�the�QMS�through�the�use�of�the�quality�policy,�quality�objectives,�audit�results,analysis�of�data,�corrective�actions�and�management�review.
Item�49:�Does�the�museum�continually�improve�the�effectives�of�its�quality�management�system�through�the�use�of�quality�policies,quality�objectives,�audits�and�management�reviews?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
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165
8��Measurement,�analysis�and�improvement
8.5��Improvement
8.5.2��Corrective�action
The�museum�shall�take�action�to�eliminate�the�cause�of�nonconformities�in�order�to�prevent�recurrence.�Corrective�actions�shall�beappropriate�to�the�effects�of�the�nonconformities�encountered.A�documented�procedure�shall�be�established�to�define�requirements�for:
a)��reviewing�nonconformitiesb)�determining�the�causes�of�nonconformities;c)��evaluating�the�need�for�action�to�ensure�that�nonconformities�do�not�occur;d)��determining�and�implementing�action�needed;e)��records�of�the�results�of�action�taken;�andf)��reviewing�the�corrective�action�taken.
Item�50:�Does�the�museum�conduct�informed�corrective�actions�on�nonconforming�products�and�processes?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 174
166
8��Measurement,�analysis�and�improvement
8.5��Improvement
8.5.3��Preventive�action
The�museum�shall�determine�action�to�eliminate�the�causes�of�potential�nonconformities�in�order�to�prevent�their�occurrence.�Preventiveactions�shall�be�appropriate�to�the�effects�of�the�potential�problems.A�documented�procedure�shall�be�established�to�define�requirements�for:
a)��determining�potential�nonconformities�and�their�causes;b)��evaluating�the�need�for�action�to�prevent�occurrence�of�nonconformities;c)��determining�and�implementing�action�needed;d)��records�of�results�of�action�taken;�ande)��reviewing�preventive�action�taken.
Item�51:�Does�the�museum�conduct�informed�preventive�actions�on�potentially�nonconforming�products�and�processes?Does�a�process�exist�to�accomplish�this? Y����/����N
Description:
Is�the�process�documented?� Y����/����NDescription:
Do�records�result�from�executing�the�process? Y����/����NDescription:
Are�measures�of�the�process�made�in�the�process? Y����/����NDescription:
Are�activities�undertaken�to�improve�the�process? Y����/����NDescription:
Page 175
167
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