systems

Article
A Construction and Empirical Study of Quality Management
Evaluation Index System in the Internet of Things Industry
Meng Shang 1 , Chulwoo Lee 2, * , Junwei Cao 3 and Yu Liu 1

1 School of Flight, Anyang Institute of Technology, Anyang 455000, China

2 Department of Advanced & Automotive Engineering, Donggang University,
Gwangju 61900, Republic of Korea
3 Department of Business, Yangzhou University, Yangzhou 225000, China
* Correspondence: [email protected]

Abstract: A revised version of the ISO9001:2015 quality management system is an indispensable

element for a corporation to survive against the severe competition and maintain sustainable, com-
petitive superiority, as well as a new outlook. With this in mind, the first purpose of this research
was to seek customer satisfaction through the continuous improvement of the organization in the
IoT industry. Furthermore, it aimed to lay a foundation for a preemptive response and formulate a
management strategy regarding the continuity of the business. Simultaneously, we explored whether
the scale items of the lower-ranking level resulting from the latent variables in the main provision of
the revised edition are the variables that can sufficiently explain the latent variables. Furthermore,
the statistical programs of the SPSS22.0 and the AMOS18.0 were utilized for analysis. The results
demonstrated that corporations can achieve customer satisfaction through continuous improvements
concerning the successful introduction and conversion of the new quality management system. It
was confirmed that the core variables of the revised edition sufficiently explained the latent variables.
Consequently, it is imperative to understand the latent risks from the internal and external environ-
ments surrounding the organization and formulate the short-term and long-term strategies of the
Citation: Shang, M.; Lee, C.; Cao, J.;
organization on the part of a corporation.
Liu, Y. A Construction and Empirical
Study of Quality Management
Keywords: IoT (Internet of Things); QMS (quality management system); contexts of the organization;
Evaluation Index System in the
continuous improvement; customer satisfaction
Internet of Things Industry. Systems
2022, 10, 231. https://doi.org/
10.3390/systems10060231

Academic Editor: William T. Scherer 1. Introduction

Received: 22 September 2022 In the era with rapid change, IT technologies have been advancing vigorously in
Accepted: 14 November 2022 relation to this research because of the 4th industrial revolution. Owing to the spread
Published: 22 November 2022 of new technologies, such as big data, IoT, and 3D printing, the business paradigm has
Publisher’s Note: MDPI stays neutral
been rapidly shifting. Not only that, in the field of the quality management system (QMS)
with regard to jurisdictional claims in
supervised by the ISO, it has been introduced into all industries and it is spreading quickly
published maps and institutional affil- following the official announcement of the revised edition of the ISO9001:2015. This
iations. research aimed to reflect the changing requirements of the IoT industry in the new era
toward a continuous, systematic, and logical approach method as the process approach
method of the new QMS and to present a strategy for coping with the risks. Additionally,
the basic research needed to materializing a new business was conducted. The definition
Copyright: © 2022 by the authors. of ‘quality’, which has been discussed recently, does not simply have only the product or
Licensee MDPI, Basel, Switzerland. the service as the objects. Its meaning has been interpreted in the broad sense, consisting
This article is an open access article of the overall qualities of process management and the formulation of a management
distributed under the terms and strategy [1]. This is the core of securing the survival strategy and the competitiveness of
conditions of the Creative Commons a corporation. Each corporation directly confronts the situation, which determines the
Attribution (CC BY) license (https://
success or failure of the business and not only the decision-making on the part of the
creativecommons.org/licenses/by/
organization according to the collection of the information, the analysis, and the level of the
4.0/).

Systems 2022, 10, 231. https://doi.org/10.3390/systems10060231 https://www.mdpi.com/journal/systems

Systems 2022, 10, 231 2 of 16

utilization of the quality. Nor is it limited to products, the definition of ”quality” has been
extended to include a part of a company’s quality management activities throughout the
process of providing products and services. Based on such a concept of ‘quality’, QMS is
essential for the assurance of the quality competitiveness in the organization. With the five
domains of the purpose, the range of the applications, the management means, the results,
and the management of quality management, the quality management system presents
the standard needed for the work activities. It is an international quality management
standard that effectively documents and enables the receipt of the certification of all sorts of
elements of the production process determining the quality of the corporation. Regarding
the International Organization for Standardization (ISO), the first edition of the ISO9000
series was published in the year 1987. Later, the revised edition of the ISO9000:1994, the
3rd edition of the ISO9001:2000, and the 4th edition of the ISO9001:2008 were published.
The revised version of the ISO9001:2015 (hereafter, ‘the 2015 revised edition’) was publicly
announced by taking the decisive action of the important revision (a major change), which
drastically reflected the modern requirements in September 2015. The 2015 revised edition
can be viewed as an essential change with which the quality performances of the present
and the future for the final consumer (end user) can be considered with regard to the
process of its provision. It was reported that the influences and the value concerning the
QMS of all the organizations can be improved. As a result, the main revision matters
which are anticipated with the introduction of the 2015 revision edition must be confirmed.
Moreover, it is valuable for confirming what meaning will be conveyed by the revision,
and why it matters to the organization and its preparations.
The main requirements of the 2015 revised version have been organized with the
10 provisions of the scope, the references, the definition of the terms, the contexts of the
organization, the leadership, the planning of QMS, the support, the operation, the perfor-
mance valuation, and the improvement. With respect to the need for these revisions, firstly,
in the Annex SL (the guidelines related to the development process and the organization of
the management system standard), the coincidence of the 10 provisions, which comprise the
high-level structure (HLS), had been improved to be commonly used in the management
system standard (MSS). Secondly, the integration of the management system standard
(MSS) was required. Then, not only sustainable economic growth but also environmental
conservation and social responsibility were deemed essential to manage a successful corpo-
ration. Thirdly, the system consistent with the many kinds of upper-ranking management
system standards (such as ISO9001:2008, ISO14001, ISO18001, ISO26000, ISO27001, and
ISO31000), of which the structures of the standards are different according to each provision,
was adjusted. The main provisions were compared and presented by ISO management
standards, as described in Table 1.
Researchers presented many arguments on the system scheme design related to the
quality management system. However, IT technology has entered into a period of vigorous
development with the emergence of the 4th industrial revolution era. There are few
studies on improving customer satisfaction through quality management in the available
literature. Moreover, the specific question of how to improve customer satisfaction through
IT technology continuously remains unclear. The influence mechanism is also ambiguous
in terms of how the core elements that enterprise organizations introduce into the revised
version of the ISO9001:2015 quality management system improve competitive advantages.
Therefore, the research questions of this study are as follows:
RQ1: Which core elements of the ISO9001:2015 revised edition can be used as mea-
surement variables of the continuous improvement of quality management?
RQ2: Which variables in the core elements of the ISO9001:2015 revised edition have a
more influential role in promoting the competitiveness of enterprises?
Systems 2022, 10, 231 3 of 16

Table 1. A comparison table of the main provisions by ISO management standard.

HLS Structure
ISO9001:2008 ISO14001 ISO18001 ISO26000 ISO27001
ISO9001:2015
Information
1 Scope • • • •
security policy
2 References • • References Definitions of terms Risk assessment
3 Definition of terms • • • Social responsibility Risk management
Contexts of Quality Environmental The principle of the The establishment of the
4 Safety and health
organization management management social responsibility security organization
Responsibility of Assets classification
5 Leadership - - -
the manager and control
Resources
6 Planning - - - Personnel affairs security
management
Product
7 Support - - - Data protection
realization
Measurement Management of
8 Operation
and analysis security incidents
Performance Monitoring and
9
evaluation measurements
Improvements
10 Improvements
management
“•” is a mark for the HLS application provisions by the management standard.

2. Theoretical Background
2.1. Contexts of the Organizations
Quality management has been considered necessary as a strategic base for securing
the competition superiority for an organization, which must be utilized in improving
the internal and external revolution management of the organizational operation and in
the formation of the mutually organic relationships between the parties concerned [2].
Given the situation of the organization, the domains of management responsibility, the
process approach method, customer satisfaction, and continuous improvements must be
subdivided and applied to operate effective quality management [3]. Thus, the ACDP
(Analyze, Change, Do, and Prosper) technique has been proposed for process management
and efficient and continuous improvements through the ACDP management technique to
effectively manage the present situation [4].

2.2. Leadership
Leadership has been defined as the ability to pursue change management [5]. Accord-
ing to the requirements of the quality management system, continuous support from the
top management level must contribute to performance improvement [6]. The leadership of
a CEO must induce process innovation and improvement based on the cooperation and
the activities of the organization [7]. This means that the leadership of the top management
can continuously manage the atmosphere and the culture of the organization, executing
whole-company quality management activities [8]. Particularly when introducing the
quality management system, the improvement of the internal capabilities, such as the
leadership, the resources, and the management activities, can reach the spreading of the
results through the improvements of the external capabilities, facilitating management
performance [9].

2.3. Planning of the QMS

Strategic planning is advanced by setting up the management of the goal, which is
operated by the short-term and long-term plans realized by the improvements and innova-
tions [6]. Planning is also a design with the purpose of pursuing the change regarding the
object of the long-term plan for the strategic management for the differentiation on the part
of the corporation [10,11]. Then, the system evaluation and the continuous improvements
can be executed through the short-term and long-term strategic approach methods by the
execution and the strategic management of the project. Hence, setting up goal management
Systems 2022, 10, 231 4 of 16

related to quality must become the precondition of the quality planning activity to satisfy
the customers’ requirements through a differentiated strategy.

2.4. Support
Strategic support is more critical than anything else to bring about the synergy effects
before and after the introduction of the quality management system [5]. Among the
resources of a corporation, human resources are imperative, and the innovation from
within a corporation eventually comes from an excellent person of talent [12]. Therefore,
the human resources of a corporation, as one main factor that determines organizational
performance, have come to be the crucial means of proactively coping with the changes in
the technologies and the environmental changes in the market [13]. In addition to human
resources, the development of new-generation digital technology is also considered helpful
to promote the effectiveness of total quality management. Moreover, the deficiency of
immutability and traceability in the theory and practices can be overcome to make ISO
9001:2015 standard-based QMS more effective when blockchain technology is adopted [14].
Other strategic supports, such as the investment activities regarding the material, financial,
and information resources, are the core elements exerting direct influences on the execution
results, which is pursued by the corporation [15,16].

2.5. Operation
The operation of the process, along with the support from the top management level,
the feedback of the information, and the performance evaluation, are regarded as the core
elements for the successful execution of the quality management system [6]. Against the
background of Industry 4.0, Quality 4.0 has been proposed. It refers to the digitalization
of TQM and can be measured by soft dimensions (such as top management commitment,
customer focus, training and learning, and quality of big data and analysis) and hard
dimensions (such as process management, continuous improvement, and product/service
design) to reveal the effective implementation of quality management [17].
Operational management of a corporation is defined as the organizational activity of
supplying products and services at the right time through the establishment and improve-
ment of the quality management system and the whole-company quality management
activities [18]. Similarly, operational capability has been defined as the capability that can
provide products and services [11] and execute continuous innovation activities through
technological development and strategic management [19]. It is imperative to put the
related activities into practice through the materialization of the products and services [18],
the synergies through the innovation activities, and the continuous improvement activ-
ities [20] when the quality management system is introduced to continuously seek the
efficient management of the process and the improvement of the management performances
of a corporation.

2.6. Performance Evaluation

The performance evaluation activity should be continued by improvement activities
of the organization in which the performance evaluation takes place through the specific es-
tablishment of the goal and the approach method through the participation of the CEO [21].
Process management and performance management through the management of the data
of the employees are required to evaluate the performance of an organization [22,23]. After
the introduction and the spreading of the quality system, the activities of the evaluation
of the performance management can be continued by the growth and the success factor
of the corporation [6]. Moreover, the performance evaluation can be executed by regular
and irregular performance evaluation activities regarding the quality system to evaluate
financial performance and customer satisfaction [24].
Systems 2022, 10, 231 5 of 16

2.7. The Relationship between Quality Management Activity and Customer Satisfaction
The improvement activity through quality management activity based on strategic
thinking and behavioral policy can satisfy customers [25]. In other words, the whole-
company quality management activity can draw continuous improvements and customer
satisfaction when the activities are continuously put into practice in the field [24]. Customer
satisfaction hangs on the level of the expectation of the customer rather than the qualitative
level of the product, followed by an overall evaluation and not a simple product purchase
evaluation that relies on a specific product or the experience of having purchased a product
only [26]. Satisfaction or dissatisfaction can be felt by comparing what the customer expects
with what is actually served [27]. Therefore, the organization must continuously seek
improvements and innovations to improve the matters related to customer dissatisfaction.
Customer satisfaction can only be derived when the effective operation of the quality
system and improvement activities are embodied in the company-wide management
system, or when a customer’s experience is higher than their expectation [10]. Additionally,
quality improvement activities must occur continuously with the participation of the top
management level in pursuing the efficiency of corporate management [28].

2.8. The Research Model and the Hypothesis

The ISO 9000:2000 standard is adopted to systematically measure customer satisfaction.
Although ISO9000 has no direct positive correlation with customer satisfaction, it can lead
to quality improvement and cost reduction, contributing to the achievement of customer
satisfaction [29]. The implementation of standards will stabilize the expected quality of
products and services. The reduction of customer complaints and inconsistent products and
the improvement in customer satisfaction are other impacts of the implementation of the
standard [30]. Factors affecting customer satisfaction with wood products were investigated
based on data collected from furniture buyers in online shopping malls. It was revealed
that the diversity of product service quality with tangibility, responsiveness, interactivity,
stability, and customer satisfaction are significant factors influencing customer loyalty to
online shopping centers [31]. The review of the relevant literature suggests that the current
research has presented many arguments on the role of ISO9001 in improving customer
satisfaction. However, there is still little research on the revised version of ISO9001:2015,
especially for Internet of Things enterprises.
In this research, leadership is defined as the thing that advances by pursuing changes
under the responsibility of the CEO. Concerning pushing ahead with the management
activities and the performance evaluation activities through short-term and long-term plan-
ning, the support and the improvement activities of the management level have positive
influences on the management performances of the corporation, and they can be followed
with customer satisfaction [3,5,8]. Moreover, the activities of the performance accomplish-
ment can be improved through the efficient quality system, continuously bringing about
higher customer satisfaction [10,25,27]. Based on such precedent research, Hypothesis 1
was established as follows:

Hypothesis 1: The continuous improvement activity of an organization will have a positive (+)
influence on customer satisfaction.

3. Research Design
3.1. Methodology
After the research frontier achievements around the world were summarized, the con-
tent and description of the initial questionnaire were modified in this study by combining
qualitative and quantitative analysis. Then, the evaluation system of the revised version of
ISO9001:2015 was determined.
This study searched, collected, and analyzed relevant academic literature on quality
management and the IOS9001 index evaluation system through the WOS database, Korean
KCI database, and other channels to understand, review, and summarize the existing
Systems 2022, 10, 231 6 of 16

literature research. On this basis, the core concept of the research was clarified, and the
measurement scale of this study was determined. Concerning qualitative research, the
interview method was mainly adopted to provide practical support for the construction
of the indicator system. Semi-structured interviews were conducted with five researchers
in the field of operation management from Yeungnam University, Kyungpook National
University, and Daegu University in South Korea, and three experts from the Korean
Institute of Quality Management with the theme of “Research on the Construction of
IOS 9001 (2015) Index Evaluation System”. The main contents were the connotations,
components, and promotion strategies of context of the organization (ORG), leadership
(LED), QMS planning (PLN), support (SUP), operation (OPR), performance evaluation
(PER), improvements (IMP), and customer satisfaction (SAT). According to the preliminary
indicator system constructed, an expert consultation table was formed through two rounds
of expert surveys. In the first round, the scores of each expert were inconsistent in the
comparison of individual indicators. Then, the results were fed back to each expert for
correction, and the final scores were consistent. Finally, the classification, naming, and
interpretation of the dimensions of the indicator system were determined, and the indicator
design was adjusted, modified, and improved following the expert survey suggestions to
form 24 evaluation indicators.
Before issuing the formal questionnaire, the pre-test questionnaire was distributed
in a small scope to discover and modify the loopholes in the questionnaire design while
guaranteeing the scientific nature of the data. During the data analysis process, a few
principal components were refined from multiple correlated indicators to reveal the internal
structure of multiple variables through the idea of dimension reduction and principal
component analysis. The determined principal components were the dimensions in this
study. With this data analysis method, each dimension can not only retain as much original
variable information as possible but also ensure independence among them. Finally, the
normalized standard path coefficients and factor loading coefficients in the structural
equation model were adopted as the weight of each dimension and index as the basis for
the subsequent calculation of evaluation scores.

3.2. Data Collection

Considering the collection of the data in this research, the questionnaire survey in-
vestigation was conducted with the IoT industry as the target group. The Likert, 7-point
scale, which is the standardized technique of the ordinal scale, was used for the mea-
surement means regarding the answers to the survey questionnaire. The measurements
were performed with the nominal scale for the demographical variables. Concerning the
gathering of the samples, the answers were requested and received based on the single
survey questionnaire by the corporation. The organization of the questionnaire refers to
the existing ISO9001:2008 version, ISO9001:2015 version, and the seven conditions of MB
(Malcolm Baldridge), as well as the integrated questionnaire scale. The execution time of
the questionnaire survey was from 1 September 2021 to 28 November 2021, lasting about
3 months. The sampling method was convenience sampling.
The study population of this study was managers who lived in Korea and implemented
quality management among consumers in industries related to IoT, such as manufacturing
industries, service industries, circulation industries, and public institutions. The analysis
unit of this study was the management personnel who had a certain understanding of the
organization’s implementation of quality management activities and a wide understanding
of the satisfaction of their organization’s consumers. The empirical data were collected
by questionnaire. Finally, 800 enterprises were selected randomly as samples, including
ISO9000 certified and non-certified enterprises. A total of 800 copies were distributed,
among which the analyses of the 407 copies, excluding the 3 copies of the insincere sur-
vey questionnaires, were performed using the statistical programs of the SPSS22.0 and
the AMOS18.0.
Systems 2022, 10, 231 7 of 16

3.3. The Measurement Tools

In this research, the scale items were developed based on the theoretical level of
the latent variables by the main provision in the revised edition of the ISO9001:2015.
Specifically, after comparative analysis, a large-scale project library was established on
the basis of the previous research by finding the ISO9001:2008 version of the standard
and the same terms. Next, the 7 main provisions of Malcolm Baldridge and the main
provisions of the ISO9001:2015 revised edition were compared and analyzed. Subsequently,
the final scale items were created following the previous precedent research. Regarding the
measurement items, the exploratory factor analysis (EFA) was performed with the entire
pool as the objects.
Finally, seven items were not efficient and deleted because the loading value was
less than 0.7 (the contexts of the organization (ORG) ORG1, the LED3 and LED5 of the
leadership (LED), the PLN2 and PLN3 of the planning (PLN), the SUP2 of the support
(SUP), the OPR4 of the operation (OPR), the PER2 of the performance evaluation (PER),
and IMP3 of the improvement (IMP)). A total of the 30 final measurement items were
organized by organizing the 4 items of the context of the organization (ORG), the 4 items of
the leadership (LED), the 4 items of the planning (PLN), the 4 items of the support (SUP),
the 4 items of the operations (OPR), the 3 items of the performance evaluation (PER), the
3 items of the improvement (IMP), and the 4 items of the customer satisfaction (SAT), which
is a result variable. Table 2 lists the final measurement tools that organized manipulative
definition and measurement method by the organizing element of the QMS.

Table 2. The manipulative definition and the method of the measurement of the elements organizing
the quality management.

Measurement
Latent Variables Manipulative Definition Related Research
Method
- The management of the customer relationships and the
investigation into the level of satisfaction of the customers.
The Contexts of the - The improvement of customer relationships and activity for Based on the
organization customer satisfaction. 7-point scale
ISO9001:2015
(ORG) - The requirements and the operational form of the QMS.
- Whether or not it coincides with the regulation (the written
procedure) of our company.
- The vision and the values of the management.
- The ethical management and the transparent management of
Leadership the corporation. Based on the
7-point scale
(LED) - Whether or not the regulations and the procedures of the ISO9001:2015
management have been abided by.
- The responsibilities, the rights, and the communication.
- The strategy and the goal development of the corporation.
The QMS Planning - The formulation of the quality goal of the management. Based on the
- The activity of the operational planning for the materialization 7-point scale
(PLN) ISO9001:2015
of the products.
- The work of the design and the development.
- The work and the designing of the duties of the personnel.
- The manpower employment and the management that
The Support are needed. Based on the
7-point scale
(SUP) - The strengthening of education, training, and expertise. ISO9001:2015
- The support management and the support for the
support facilities.

- The development of the process needed for QMS management.

The Operation - The activities of the improvement and the innovation of Based on the
the process. 7-point scale
(OPR) ISO9001:2015
- The fluctuations (the changes) management.
- The formulation and implementation of the production plan.
Systems 2022, 10, 231 8 of 16

Table 2. Cont.

Measurement
Latent Variables Manipulative Definition Related Research
Method
- The performance measurement, the analysis, and the
The Performance extent of the utilization of the organization.
Based on the
evaluation - The internal audit and inspection. 7-point scale
ISO9001:2015
(PER) - The results and the analyses of the performances by
work.
- The measurements of the performances of the
organization.
- The activities of the management and the improvement
The Improvements
of the knowledge of the market information and the 7-point scale Based on ISO9001:2015
(IMP)
organization.
- The management of unsuitable products and the activity
of taking the speedy measure.
- The increase in the level of satisfaction of the customers.
- The reduction of customer dissatisfaction.
Customer
- The improvement of the level of awareness of the Aaker and Day (1978),
satisfaction 7-point scale.
corporation. Oliver [12]
(SAT)
- The speedy solutions to the requirements of the
customers.

4. Analysis Result
4.1. Demographic Characteristics
The special demographic characteristics of the 407 employee responses to this ques-
tionnaire are described as follows. First, men and women occupied 76.7% and 23.3%,
respectively. Specifically, 2.2% were under 20 years old, 23.6% were in their 20s, 29.2% were
in their 30s, 29.7% were in their 40s, and 15.2% were in their 50s and above. Therefore, the
answers by those who were in their 30’s and 40’s were high. With respect to the amounts
of the sales, 43.5% are below 10 billion KRW, 23.8% are below 50 billion KRW, 8.8% are
below 100 billion KRW, 10.1% are below 500 billion KRW, and 13.8% are above 500 billion
KRW. Furthermore, the ISO-certified corporations and the ISO-non-certified corporations
occupied 61.7% and 38.3%, respectively. The electric and electronic type of business was
the highest at 35.14%. Next, it was 26.54% for the service industry, 13.02% for the distribu-
tion business, 14.74% for public organizations, and 10.57% for the others. Concerning the
business ages, less than 10 years and 10 years or higher had the highest percentages at 8.8%
and 40.5%, respectively. It was 32.7% for 20 years or higher, 16.2% for 30 years or higher,
and 1.7% for 40 years or higher. In terms of employees, 13.76% have less than 50 employees,
39.80% have fewer than 100 employees, 21.87% have fewer than 300 employees, 15.72%
have fewer than 600 employees, 6.63% have fewer than 1000 employees, and 2.21% have
1000 or more employees. The special characteristics of the samples are detailed in Table 3.

4.2. The Factor Analysis

In this research, the factor analysis [7] with the standard (>0.70) was performed using
the Varimax rotation method to measure the feasibility of the variables. The results revealed
that the factor loadings of all questions of the questionnaire survey were 0.70 or higher,
verifying the feasibility of each factor. Table 4 presents the rotated component line from the
factor analysis.
Systems 2022, 10, 231 9 of 16

Table 3. Demographic characteristics.

Ratio Ratio
Classification Item Frequency Classification Item Frequency
(%) (%)
Male 312 76.7 Electric and electronic 143 35.14
GENDER Female 95 23.3 Service business 108 26.54
Total 407 100.0 Type of Distribution business 53 13.02
Less than 20 9 2.2 business Public organization 60 14.74
20’s 96 23.6 Others 43 10.57
30’s 119 29.2 Total 407 100.0
AGE
40’s 121 29.7 Less than 10 years 36 8.8
50’s or higher 62 15.2 10 years or older 165 40.5
Total 407 100.0 20 years or older 133 32.7
Business age
Less than 10 billion KRW 177 43.5 30 years or older 66 16.2
Less than 50 billion KRW 97 23.8 40 years or older 7 1.7
SALES Less than 100 billion KRW 36 8.8 Total 407 100.0
AMOUNT Less than 500 billion KRW 41 10.1 Less than 50 persons 56 13.76
Over 500 billion KRW 56 13.8 50–less than 100 persons 162 39.80
Total 407 100.0 100–less than 300 persons 89 21.87
ISO-certified 251 61.7 Employees 300–less than 600 persons 64 15.72
ISO non-certified 156 38.3 600–less than 1000 persons 27 6.63
Total 407 100.0 1000 persons or more. 9 2.21
- - - Total 407 100.0

Table 4. The results of the rotated component line from the factor analysis.

The Component Line That Was Rotated

The components
1 2 3 4 5 6 7
LED6 0.905
LED4 0.884
LED2 0.859
LED1 0.821
PLN5 0.834
PLN6 0.800
PLN1 0.778
PLN4 0.775
OPR3 0.941
OPR5 0.928
OPR2 0.884
OPR1 0.795
IMP4 0.843
IMP2 0.799
IMP1 0.740
PER3 0.820
PER1 0.816
PER4 0.805
ORG5 0.822
ORG3 0.817
ORG4 0.785
ORG2 0.780
SUP4 0.797
SUP3 0.794
SUP1 0.792
SUP5 0.777

4.3. An Analysis of the Measurement Model

The measurement model suggests how the latent variables are connected to the ob-
servation variables. In the first phase, the measurement model analysis through the
confirmative factor analysis was established to analyze the measurement model of the
2015 revision edition and the index of the level of the suitability of the model [15]. The
absolute suitability indices were CMIN/df = 1.490 (X2 = 414.266, df = 278), GFI = 0.926,
 Systems 2022, 10, 231 10 of 16

AGFI = 0.907, CFI = 0.981, RMSEA = 0.035, and RMR = 0.039; the increment suitability
indices were NFI = 0.944, IFI = 0.981, RFI = 0.935, TLI = 0.978, and NFI = 0.944; the simple
ms 2022, 10, 231 suitability indices were PGFI = 0.733, PNFI = 0.808, CFI = 0.981, and PCFI = 0.839. The
absolute suitability indices, the increment suitability indices, and the simple suitability
indices exceeded the evaluation standards. As a result, suitable results were obtained, as
detailed in Table 5. Figure 1 illustrates the measurement model of the 2015 revised edition.

Figure 1. The reflection indicator model.

Figure 1. The reflection indicator model.
Table 5. The analysis results of the measurement model.

4.4. The Analysis of the

Absolute Suitability Index Reflection
Increment IndicatorSimple Suitability Index
Suitability Index
RMR RMSEA GFI AGFI NFI RFI IFI CFI TLI X2 /df PGFI PNFI PCFI
Evaluation standard
Suitability index
<0.08
0.039
<0.08
0.035
The reflection indicator is adopted to confirm 0.839
>0.9
0.926
>0.9
0.907
>0.9
0.944
>0.9
0.935
>0.9
0.981
>0.9
0.981
>0.9
0.978
1 << 3
1.49
>0.5
0.733
whether
>0.5
>0.5
0.808
the second-level factor well through the relationship between
second-level
4.4. factor.Indicator
The Analysis of the Reflection In other words, the correlation is high. T
The reflection indicator is adopted to confirm whether the first-level factor reflects
tween
the the factor
second-level first-level factor
well through and thebetween
the relationship second-level
the first-levelfactor
factor andwas co
result
the appeared
second-level factor. In at
otherp words,
< 0.001. Table 6is high.
the correlation provides
Thus, thethe non-stand
significance
test between the first-level factor and the second-level factor was conducted [32]. The
the result of the significance test of the first-level factor and t

Table 6. The results of the significance test of the first-level factor a

Systems 2022, 10, 231 11 of 16

significant result appeared at p < 0.001. Table 6 provides the non-standardized coefficient,
which is the result of the significance test of the first-level factor and the second-level factor.
Table 6. The results of the significance test of the first-level factor and the second-level factor.

2nd Level Estimate S.E. C.R. p

ORG 0.589 0.050 11.768 ***
LED 0.761 0.046 16.439 ***
PLN 0.552 0.050 11.102 ***
IMP 0.782 0.047 16.702 ***
SUP 0.577 0.045 12.692 ***
PER 0.666 0.044 15.032 ***
OPR 0.451 0.043 10.531 ***
Note: The ISO9001(2015) QMS is 1st level factor; *** p < 0.001.

Next, the goodness-of-fit index related to the relationship between the first-level factor
and the second-level factor of the revised edition was analyzed. The absolute suitability
indices were CMIN/df = 1.825 (X2 = 541.412, df = 292), GFI = 0.908, AGFI = 0.901, CFI
= 0.966, RMSEA = 0.045, and RMR = 0.069; the increment suitability indices were NFI =
0.928, IFI = 0.967, RFI = 0.920, and TLI = 0.962; the simple suitability indices were PGFI
= 0.754, PNFI = 0.835, CFI = 0.966, and PCFI = 0.868. The absolute suitability index,
the increment suitability index, and the simple suitability index exceeded the evaluation
standard. Thus, suitable results were obtained. Table 7 presents the goodness-of-fit index
of the revised edition. The reflection indicator model is illuminated in Figure 2. The seven
main provisions of the QMS are listed in Table 7. Compared to the evaluation standard, all
the results reflected the 2015 revised edition.
Table 7. The goodness-of-fit indices of the 2015 revised edition.

Absolute Suitability Index Increment Suitability Index Simple Suitability Index

Classification
RMR RMSEA GFI AGFI NFI RFI IFI CFI TLI X2 /df PGFI PNFI PCFI
Evaluation standard <0.08 <0.08 >0.9 >0.9 >0.9 >0.9 >0.9 >0.9 >0.9 1 << 3 >0.5 >0.5 >0.5
Suitability index 0.069 0.045 0.908 0.901 0.928 0.920 0.967 0.966 0.962 1.825 0.754 0.835 0.868

4.5. The Verification of the Hypothesis of the Research

The relationship between the organizational concept regarding the ISO9001:2015 latent
variables and the quality management activity and customer satisfaction was investigated
in this research. Table 8 lists the results of the verification of the hypothesis. Since the
standardization coefficient β = 0.612 (t = 15.864, p < 0.001) was observed for the quality
management activity, the significant, positive (+) influence on customer satisfaction was
demonstrated. Hence, the hypothesis that the quality management activity will have a
positive (+) influence on customer satisfaction was adopted.

Table 8. The results of the regression analysis regarding customer satisfaction.

Dependent Variable: Customer satisfaction

Dependent/Independent Variable
B β t-Value Significant Probability Tolerance Limit
(Constants) 2.513
ISO9001(2015) 0.554 0.612 15.864 *** 0.000 0.977
BIZ −0.057 −0.096 −2.376 −2.376 0.884
PEO 0.082 0.088 2.145 * 0.033 0.866
R 0.643
R2 0.413
The revised R2 0.409
F 94.610 ***
Note: * p < 0.05, *** p < 0.001.
231 Systems 2022, 10, 231 13 of
12 18
of 16

Figure 2. The measurement model

Figure 2. The of the 2015
measurement modelrevised edition.
of the 2015 revised edition.

5. Discussion
Table 8. The results of the regression analysis regarding customer satisfaction.
The main purpose of this study was to review the nature of the continuous improve-
ment activity of an organization in the 2015 revision of ISO9001 and its relationship to
Dependent Variable: Customer satisfaction
Independ-
Significant Tolerance
iable B β t-Value
Probability Limit
ants) 2.513
Systems 2022, 10, 231 13 of 16

customer satisfaction. The data were collected from all the managers of IoT-related enter-
prises in Korea. Regression analysis results demonstrated that the continuous improvement
activity of an organization had a significant positive relationship with customer satisfaction.
Customers had expectations of their products and the organizations, and they were dissat-
isfied when these expectations were not met. Regardless of IT enterprises, manufacturing,
or service industries, a company cannot retain customers if it cannot meet customers’ ex-
pectations. Therefore, this study provides a crucial reference value for the field of quality
management and the theory of customer satisfaction. Through the study of 472 profitable
restaurants, Bernhardt [33] reported that the consumer satisfaction data collected were
directly related to the profits of restaurants in the later nine months at any point in time.
Similarly, through research on a group of different types of companies, Anderson et al. [34]
discovered that the perception of high-quality customers was positively correlated with
their feedback investment. Eklof and Westlundalso [35] pointed out that customer satis-
faction played a positive role in quality management and the most imperative role in the
implementation of quality management.

6. Conclusions
6.1. Summary of Research Results
In this study, the core elements of the revised version of ISO9001:2015 were explored
through empirical analysis. It was concluded that the context of the organization, lead-
ership, QMS planning, support, operation, performance evaluation, and improvements
can be used as the measurement indicators of quality management. Additionally, these
measurement indicators have a significant impact on customer satisfaction. Among them,
the most influential factors are listed in the order of performance evaluation, Improvements,
and leadership. This research provoked big changes in new technologies, such as artificial
intelligence (AI), big data, IoT, and 3D printing technology, which are representative of
the 4th industrial revolution. Concurrently, these technologies spread into the field of the
quality management system because the ISO9001:2015 revised edition was issued and was
quickly introduced into all industries, such as the public organizations of the nation, the
manufacturing industry, and the services. Thus, this research revealed the flows of the
changes in the era by introducing new technology and presenting a long-term, systematic,
and efficient management method after the introduction. Then, the requirements related to
the quality management system of the 2015 revised edition were demonstrated with the
IoT industry as the object. Moreover, foundational research was performed into customer
satisfaction based on the acceptance and the spread of the new technology [36–38]. The
results of this research are summarized below.
First, the concepts and the properties of each variable are the tools with which the latent
variables can be measured accurately because the factors were grouped by the core element,
as suggested by the analysis of the rotated component of the 2015 revised edition. Second,
how the latent variables and the measurement variables are connected was verified, and the
measurement model was investigated through the first-phase confirmatory factor analysis.
Regarding the measurement model of the 2015 revised edition, the absolute suitability
index was (RMR = 0.039, AGFI = 0.907), the simple suitability index was (X2 /df = 1.490),
and the increment suitability index was (NFI = 0.944, RFI = 0.935). They all exceeded
the evaluation standard, verifying that it was a suitable model. Third, whether the first-
level factor reflected the second-level factor was confirmed since the reflection indicator
analysis demonstrated a high correlation. Fourth, regarding the relationship between
quality management activity and customer satisfaction, the multiple regression analysis
uncovered that the revised R2 value was around 40.9%, implying the persuasiveness of the
entire fluctuations. Fifth, the factors influencing customer satisfaction, consisting of the
sales amount, the size of the corporation, and the control variables by industry (namely,
the exogenous variables), were controlled. The results further supported that the quality
management activities were performed based on customer satisfaction.
Systems 2022, 10, 231 14 of 16

6.2. Academic Implications and Empirical Implications

The theoretical suggestions of the results are summarized as follows. First, it was
validated that the seven main provisions, which are the core elements, of the 2015 revised
edition, were selected as the measurement variables in this research to reveal customer
satisfaction for continuous improvements. Second, a questionnaire survey was investigated
with the IoT manufacturing corporations and the non-manufacturing corporations in
Korea as the objects [19]. This enabled us to flexibly apply the method with which the
measurements were possible without any relation to the individual level, the organization,
the unit of the corporation, the size of the corporation, or the type of the job. Third, factor
analysis was performed to explore the latent variables. The results confirmed that the items
as the main provision of the revised edition were the variables for which the correlations
were high. Moreover, they were mutually independent variables. Fourth, most of the
precedent research on the molding indicator discussed the theoretical aspects primarily.
However, the possibility of being able to reach customer satisfaction was validated through
the selection of the latent variables that were mistaken as the practical affairs approach
method through the reflection indicator.
The following practical suggestions are proposed. First, variables that must be pref-
erentially considered for materializing the new technology developments, the creation of
the customers, and customer satisfaction were presented by introducing a new system
on the part of the corporations. Second, the situation of the organization, the leadership,
and the planning of the QMS were the core provisions of the 2015 revised edition. They
are the new variables that can positively influence the quality management activity of the
organization and customer satisfaction. Third, the entire quality management system was
evaluated and reported to the management by utilizing the measurement tool presented in
this research. Fourth, the theoretical background based on the main provisions of the 2015
revised edition demonstrated new variables that allow for the expansion of the participants
such as managers. On this basis, the CEO of a corporation can utilize it as an arena for
communication with their staff members.

6.3. Limitations and Future Suggestions for Research

The limitations and proposals for future research are summarized from the following
perspectives. First, the contents of the core variables that can proactively handle the internal
and external opportunities and risks must be organized and provided for the corporations
and organizations when establishing and revising the ISO9001:2015 International Standard
or providing the ISO standard. Researchers should conduct empirical studies following
the presented core tools. Next, the development of additional tools should be researched
considering the fluctuation factors. Second, the empirical research was performed by
limiting the independent variables and the dependent variables as the main provisions
of the revised edition and customer satisfaction. In the future, follow-up research should
be performed to explore the meanings of the main provisions of the revised edition in
the relationships between the variables related to the management strategies, including
the expansion of the participation of the managers, the leadership, and the corporate
performances. Third, the samples of this research were restricted to the IoT industry.
Moreover, the research took those corporations which recognized the quality management
system based on the manufacturing industry as the objects. Fourth, ISO certified and non-
certified companies were not compared. There would be significant differences in quality
management between ISO certified and non-certified companies. This study failed to
demonstrate the advantages of ISO 9001 certified enterprises over non-certified enterprises.
Fifth, common method decentralization cannot be avoided since only one respondent filled
in the questionnaire in each enterprise.
Follow-up research considering the diverse kinds of businesses and the samples by
industry should be conducted in the future. As this research is a cross-sectional study, there
are many limitations to inferring the causal relationships between the variables. Hence,
the causal relationship between the improvement of the management performance of the
Systems 2022, 10, 231 15 of 16

corporation and customer satisfaction should be disclosed more clearly and definitely,
and a longitudinal study should be performed to reveal the changing law of such factors
with time.
As suggested, in such an exploratory study, constructive questions for future research
can start from a relatively high level of knowledge. Firstly, the replication of this study
will contribute to re-examining the effectiveness of its survey results. Data collected from
a larger sample size, with greater regional diversity and type diversity can be adopted to
validate specific parts of the theoretical model proposed in this study in further empirical
research. Secondly, more effective and reliable operations can be included to enrich the
research structure and overcome the limitations caused by the data sources used in this
research. For example, more categories could be developed to achieve response scores of
the leadership level. Data on employee and customer satisfaction should be obtained from
employees and customers, not from interviewees. Thirdly, the relationships verified in this
study can be tested again in different countries to determine whether they are implemented
in the same or different directions. Fourthly, a series of longitudinal studies will be valuable
in the time dimension of quality management implementation. Finally, more surveys
should be conducted on different types of Internet of Things enterprises to better meet their
requirements, so as to constantly improve the quality management system.

Author Contributions: Conceptualization, M.S. and C.L.; methodology, M.S.; software, C.L.; formal
analysis, M.S.; writing—original draft preparation, M.S. and C.L; writing—review and editing, Y.L.
and J.C.; supervision, Y.L. and J.C.; project administration, J.C.; funding acquisition, M.S. All authors
have read and agreed to the published version of the manuscript.
Funding: This work is supported by the National Nature Science Foundation of China under Grant
No. 61503002, the Supported by China Scholarship Council under Grant No. 201708410230, and the
Doctoral Research Foundation by Anyang Institute of Technology under Grant No. BSJ2017008.
Data Availability Statement: Not applicable.
Conflicts of Interest: The authors declare no conflict of interest.

References
1. Juran, J.M. The quality trilogy: A universal approach to managing for quality. Qual. Prog. 1986, 19, 19–24.
2. Muñoz-Pizza, D.M.; Villada-Canela, M.; Rivera-Castañeda, P.; Osornio-Vargas, Á.; Martínez-Cruz, A.L.; Texcalac-Sangrador, J.L.
Barriers and opportunities to incorporate scientific evidence into air quality management in Mexico: A stakeholders’ perspective.
Env. Sci Policy 2022, 129, 87–95. [CrossRef]
3. Johnson, T.H.; Kaplan, R.S. Relevance Lost: The Rise and Fall of Management Accounting; Harvard Business Review Press: Boston,
MA, USA, 1987.
4. Russell, S. ISO 9000:2000 and the EFQM Excellence Model: Competition or co-operation? Total Qual. Manag. 2000, 11, 657–665.
[CrossRef]
5. Rauch, R.A. Involving the entire enterprise in continual productivig improvement. The Chain of Quality: Market Dominance
Through Product Superiority, by John M. Groocock. New York: John Wiley, 1986. 390 pages. $22.95. Natl. Product. Rev. 1986,
6, 89–90. [CrossRef]
6. Flynn, B.B.; Schroeder, R.G.; Sakakibara, S. A framework for quality management research and an associated measurement
instrument. J. Oper. Manag. 1994, 11, 339–366. [CrossRef]
7. Anderson, E.W.; Fornell, C.; Lehmann, D.R. Customer Satisfaction, Market Share, and Profitability: Findings from Sweden.
J. Mark. 1994, 58, 53. [CrossRef]
8. Ugboro, I.O.; Obeng, K. Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in
TQM organizations: An empirical study. J. Qual. Manag. 2000, 5, 247–272. [CrossRef]
9. Ford, M.W. Management standards and institutional influence: An exploratory study using the Baldrige criteria. Qual. Manag. J.
2021, 29, 18–33. [CrossRef]
10. Yuliansyah, H.; Rimawan, E.; Setyadi, A. Effect Of The Implementation Of ISO 9001: 2015 Quality Management System on the
Performance of Companies and Consumers in the Chemical Industry. J. Posit. Sch. Psychol. 2022, 6, 8195–8205.
11. Hughes, M.; Chang, Y.; Hodgkinson, I.; Hughes, P.; Chang, C. The multi-level effects of corporate entrepreneurial orientation on
business unit radical innovation and financial performance. Long Range Plann. 2021, 54, 101989. [CrossRef]
12. Wright, P.M.; Sherman, W.S. Failing to find fit in strategic human resource management: Theoretical and empirical problems. Res.
Pers. Hum. Resour. Manag. 1999, 4, 53–74.
Systems 2022, 10, 231 16 of 16

13. Pfeffer, J. Producing sustainable competitive advantage through the effective management of people. Acad. Manag. Perspect. 1995,
9, 55–69. [CrossRef]
14. Muruganandham, R.; Venkatesh, K.; Devadasan, S.R.; Harish, V. TQM through the integration of blockchain with ISO 9001:2015
standard based quality management system. Total Qual. Manag. Bus. 2022, 1–21. [CrossRef]
15. Papatsimouli, M.; Lazaridis, L.; Ziouzios, D.; Dasygenis, M.; Fragulis, G. Internet Of Things (IoT) awareness in Greece. SHS Web
Conf. 2022, 139, 3013. [CrossRef]
16. Alenizi, A.S.; Al-Karawi, K.A. Internet of Things (IoT) Adoption: Challenges and Barriers. In Proceedings of the Seventh
International Congress on Information and Communication Technology, London, UK, 21–24 February 2022; Yang, X.S., Sherratt, S.,
Dey, N., Joshi, A., Eds.; Springer: Singapore, 2022. [CrossRef]
17. Ali, K.; Johl, S.K. Soft and hard TQM practices: Future research agenda for industry 4.0. Total Qual. Manag. Bus. 2022,
33, 1625–1655. [CrossRef]
18. Demir, A. Impact of internal marketing on the customer perceptions in SMEs. Int. J. Serv. Oper. Manag. 2022, 42, 379. [CrossRef]
19. Green, J. Building the Internet of Things, An Overview of the IoT Reference Model; Internet of Things World Forum: Chicago, IL, USA, 2014.
20. White, M.A.; Bruton, G.D. The Management of Technology and Innovation: A Strategic Approach; Cengage Learning: Boston, MA,
USA, 2010.
21. Garvin, D.A. Quality on the line-reply. Harv. Bus. Rev. 1983, 61, 240.
22. Saraph, J.V.; Benson, P.G.; Schroeder, R.G. An Instrument for Measuring the Critical Factors of Quality Management. Decis. Sci.
1989, 20, 810–829. [CrossRef]
23. Nandhini, R.S.; Lakshmanan, R. A Review of the Integration of Cyber-Physical System and Internet of Things. Int. J. Adv. Comput.
Sci. Appl. 2022, 13, 459–464. [CrossRef]
24. Purba, H.H. A Systematic Literature Review of Malcolm Baldrige National Quality Award (MBNQA). J. Technol. Manag. Grow.
Econ. 2021, 12, 1–12. [CrossRef]
25. Yamamoto, M.; Nof, S.Y. Scheduling/rescheduling in the manufacturing operating system environment. Int. J. Prod. Res. 1985,
23, 705–722. [CrossRef]
26. Tseng, S.; Hung, S. A framework identifying the gaps between customers’ expectations and their perceptions in green products.
J. Clean. Prod. 2013, 59, 174–184. [CrossRef]
27. Oliver, R.L. A Cognitive Model of the Antecedents and Consequences of Satisfaction Decisions. J. Mark. Res. 1980, 17, 460.
[CrossRef]
28. Kushwah, R.; Batra, P.K.; Jain, A. Internet of Things Architectural Elements, Challenges and Future Directions; IEEE: Noida, India, 2020.
29. Gotzamani, K. Results of an empirical investigation on the anticipated improvement areas of the ISO 9001:2000 standard. Total
Qual. Manag. Bus. Excell. 2010, 21, 687–704. [CrossRef]
30. Rusjan, B.; Alič, M. Capitalising on ISO 9001 benefits for strategic results. Int. J. Qual. Reliab. Manag. 2010, 27, 756–778. [CrossRef]
31. Jeong, Y.; Lee, Y. A study on the customer satisfaction and customer loyalty of furniture purchaser in on-line shop. Asian J. Qual.
2010, 11, 146–156. [CrossRef]
32. Dabholkar, P.A.; Thorpe, D.I.; Rentz, J.O. A measure of service quality for retail stores: Scale development and validation. J. Acad.
Mark. Sci. 1996, 24, 3–16. [CrossRef]
33. Bernhardt, K.L.; Donthu, N.; Kennett, P.A. A longitudinal analysis of satisfaction and profitability. J. Bus. Res. 2000, 47, 161–171.
[CrossRef]
34. Anderson, E.W.; Sullivan, M.W. The antecedents and consequences of customer satisfaction for firms. Mark. Sci 1993, 12, 125–143.
[CrossRef]
35. Eklof, J.A.; Westlund, A. Customer satisfaction index and its role in quality management. Total Qual. Manag. 1998, 9, 80–85.
[CrossRef]
36. Bass, A.; Brdiczka, D.; Eyer, P.; Hofer, S.; Pette, D. Metabolic Differentiation of Distinct Muscle Types at the Level of Enzymatic
Organization. Eur. J. Biochem. 1969, 10, 198–206. [CrossRef] [PubMed]
37. Alzahrani, A.I.; Al-Samarraie, H.; Eldenfria, A.; Dodoo, J.E.; Alalwan, N. Users’ intention to continue using mHealth services: A
DEMATEL approach during the COVID-19 pandemic. Technol. Soc. 2022, 68, 101862. [CrossRef] [PubMed]
38. Hwang, G.; Park, J.; Lee, J.; Park, J.; Chang, T.; Won, J. Analysis of IoT Usage in Korean Key Manufacturing Industries. J. Soc.
E-Bus. Stud. 2016, 21, 81–93. [CrossRef]