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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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Page 1: QUALITY MANAGEMENT IN MUSEUM INFORMATION …

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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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.

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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

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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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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.

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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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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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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)

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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

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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).

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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).

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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

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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-

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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

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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

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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

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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.

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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.

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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,

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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

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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

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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

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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

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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

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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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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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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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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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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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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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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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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.

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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.

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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

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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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

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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

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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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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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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

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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

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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.

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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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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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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:

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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:

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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:

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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:

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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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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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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:

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163

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:

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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:

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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:

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167

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