Quality management

From Wikipedia, the free encyclopedia

https://en.wikipedia.org/wiki/Quality_management 

 

Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.

Evolution

Quality management is a recent phenomenon but important for an organization. Civilizations that supported the arts and crafts allowed clients to choose goods meeting higher quality standards than normal goods. In societies where arts and crafts were the responsibility of master craftsmen or artists, these masters would lead studios and train and supervise others. However, the importance of craftsmen diminished as mass production and repetitive work practices were instituted. This approach’s aim was to produce large numbers of the same goods. The first proponent in the US for this approach was Eli Whitney, who proposed (interchangeable) parts manufacture for muskets, hence producing the identical components and creating a musket assembly line. The next step forward was promoted by several people including Frederick Winslow Taylor, a mechanical engineer who sought to improve industrial efficiency. He is sometimes called "the father of scientific management." He was one of the intellectual leaders of the Efficiency Movement and part of his approach laid a further foundation for quality management, including aspects like standardization and adopting improved practices. Henry Ford was also important in bringing process and quality management practices into operation in his assembly lines. In Germany, Karl Benz, often called the inventor of the motor car, was pursuing similar assembly and production practices, although real mass production was only properly initiated in Volkswagen after World War II. From this period onwards, North American companies focused predominantly upon production against lower cost with increased efficiency.

Walter A. Shewhart made a major step in the evolution towards quality management by creating a method for quality control for production, using statistical methods, first proposed in 1924. This became the foundation for his ongoing work on statistical quality control. W. Edwards Deming later applied statistical process control methods in the United States during World War II, thereby successfully improving quality in the manufacture of munitions and other strategically important products.

Quality leadership from a national perspective has changed over the past decades. After the second world war, Japan decided to make quality improvement a national imperative as part of rebuilding their economy, and sought the help of Shewhart, Deming and Juran, amongst others. W. Edwards Deming championed Shewhart's ideas in Japan from 1950 onwards. He is probably best known for his management philosophy establishing quality, productivity, and competitive position. He has formulated 14 points of attention for managers, which are a high level abstraction of many of his deep insights. They should be interpreted by learning and understanding the deeper insights. These 14 points include key concepts such as:

• Break down barriers between departments
• Management should learn their responsibilities, and take on leadership
• Supervision should be to help people and machines and gadgets to do a better job
• Improve constantly and forever the system of production and service
• Institute a vigorous program of education and self-improvement
• Drive out fear, so that everyone may work effectively for the company

In the 1950s and 1960s, Japanese goods were synonymous with cheapness and low quality, but over time their quality initiatives began to be successful, with Japan achieving high levels of quality in products from the 1970s onward. For example, Japanese cars regularly top the J.D. Power customer satisfaction ratings. In the 1980s Deming was asked by Ford Motor Company to start a quality initiative after they realized that they were falling behind Japanese manufacturers. A number of highly successful quality initiatives have been invented by the Japanese (see for example on this pages: Genichi Taguchi, QFD, Toyota Production System). Many of the methods not only provide techniques but also have associated quality culture (i.e. people factors). These methods are now adopted by the same western countries that decades earlier derided Japanese methods.

Customers recognize that quality is an important attribute in products and services. Suppliers recognize that quality can be an important differentiator between their own offerings and those of competitors (quality differentiation is also called the quality gap). In the past two decades this quality gap has been greatly reduced between competitive products and services. This is partly due to the contracting (also called outsourcing) of manufacture to countries like China and India, as well internationalization of trade and competition. These countries, among many others, have raised their own standards of quality in order to meet international standards and customer demands. The ISO 9000 series of standards are probably the best known International standards for quality management.

Some themes have become more significant including quality culture, the importance of knowledge management, and the role of leadership in promoting and achieving high quality. Disciplines like systems thinking are bringing more holistic approaches to quality so that people, process and products are considered together rather than independent factors in quality management.

Government agencies and industrial organizations that regulate products have recognized that quality culture may assist companies that produce those products. A survey of more than 60 multinational companies found that those companies whose employees rated as having a low quality culture had increased costs of $67 million/year for every 5000 employees compared to those rated as having a strong quality culture.

The influence of quality thinking has spread to non-traditional applications outside of walls of manufacturing, extending into service sectors and into areas such as sales, marketing and customer service. Statistical evidence collected in the banking sector shows a strong correlation between quality culture and competitive advantage.

Customer satisfaction has been the backbone of quality management and still is important. However, there is an expansion of the research focus from a sole customer focus towards a stakeholder focus. This is following the development of stakeholder theory. A further development of quality management is the exploration of synergies between quality management and sustainable development.

Principles

The International Standard for Quality management (ISO 9001:2015) adopts a number of management principles, that can be used by top management to guide their organizations towards improved performance.

Customer focus

The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations.

Rationale

Sustained success is achieved when an organization attracts and retains the confidence of customers and other interested parties on whom it depends. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding current and future needs of customers and other interested parties contributes to sustained success of an organization 

Leadership

Leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives. Leadership has to take up the necessary changes required for quality improvement and encourage a sense of quality throughout organisation.

Rationale

Creation of unity of purpose and direction and engagement of people enable an organization to align its strategies, policies, processes and resources to achieve its objectives 

Engagement of people

Competent, empowered and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value.

Rationale

To manage an organization effectively and efficiently, it is important to involve all people at all levels and to respect them as individuals. Recognition, empowerment and enhancement of competence facilitate the engagement of people in achieving the organization’s quality objectives.

Process approach

Consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system.

Rationale

The quality management system consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimize the system and its performance.

Improvement

Successful organizations have an ongoing focus on improvement.

Rationale

Improvement is essential for an organization to maintain current levels of performance, to react to changes in its internal and external conditions and to create new opportunities.

Evidence based decision making

Further information: decision making

Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.

Rationale

Decision making can be a complex process, and it always involves some uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause-and-effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity and confidence in decision making.

Relationship management

Further information: Relationship management

For sustained success, an organization manages its relationships with interested parties, such as suppliers, retailers.

Rationale

Interested parties influence the performance of an organizations and industry. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with its supplier and partner networks is of particular importance.

Criticism

The social scientist Bettina Warzecha (2017) describes the central concepts of Quality Management (QM), such as e.g. process orientation, controllability, and zero defects as modern myths. She alleges that zero-error processes and the associated illusion of controllability involve the epistemological problem of self-referentiality. The emphasis on the processes in QM also ignores the artificiality and thus arbitrariness of the difference between structure and process. Above all, the complexity of management cannot be reduced to standardized (mathematical) procedures. According to her, the risks and negative side effects of QM are usually greater than the benefits (see also brand eins, 2010).

Quality improvement and more

The PDCA cycle

There are many methods for quality improvement. These cover product improvement, process improvement and people based improvement. In the following list are methods of quality management and techniques that incorporate and drive quality improvement:

1. ISO 9004 — guidelines for performance improvement.
2. ISO 9001 - a certified quality management system (QMS) for organisations who want to prove their ability to consistently provide products and services that meet the needs of their customers and other relevant stakeholders.
3. ISO 15504-4: 2005 — information technology — process assessment — Part 4: Guidance on use for process improvement and process capability determination.
4. QFD — quality function deployment, also known as the house of quality approach.
5. Kaizen — 改善, Japanese for change for the better; the common English term is continuous improvement.
6. Zero Defect Program — created by NEC Corporation of Japan, based upon statistical process control and one of the inputs for the inventors of Six Sigma.
7. Six Sigma — 6σ, Six Sigma combines established methods such as statistical process control, design of experiments and failure mode and effects analysis (FMEA) in an overall framework.
8. PDCA — plan, do, check, act cycle for quality control purposes. (Six Sigma's DMAIC method (define, measure, analyze, improve, control) may be viewed as a particular implementation of this.)
9. Quality circle — a group (people oriented) approach to improvement.
10. Taguchi methods — statistical oriented methods including quality robustness, quality loss function, and target specifications.
11. The Toyota Production System — reworked in the west into lean manufacturing.
12. Kansei Engineering — an approach that focuses on capturing customer emotional feedback about products to drive improvement.
13. TQM — total quality management is a management strategy aimed at embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige National Quality Award and in Europe as the European Foundation for Quality Management award (each with their own variations).
14. TRIZ — meaning "theory of inventive problem solving"
15. BPR — business process reengineering, a management approach aiming at optimizing the workflows and processes within an organisation.
16. OQRM — Object-oriented Quality and Risk Management, a model for quality and risk management.
17. Top Down & Bottom Up Approaches—Leadership approaches to change

Proponents of each approach have sought to improve them as well as apply them for small, medium and large gains. Simple one is Process Approach, which forms the basis of ISO 9001:2008 Quality Management System standard, duly driven from the 'Eight principles of Quality management', process approach being one of them. Thareja writes about the mechanism and benefits: "The process (proficiency) may be limited in words, but not in its applicability. While it fulfills the criteria of all-round gains: in terms of the competencies augmented by the participants; the organisation seeks newer directions to the business success, the individual brand image of both the people and the organisation, in turn, goes up. The competencies which were hitherto rated as being smaller, are better recognized and now acclaimed to be more potent and fruitful". The more complex Quality improvement tools are tailored for enterprise types not originally targeted. For example, Six Sigma was designed for manufacturing but has spread to service enterprises. Each of these approaches and methods has met with success but also with failures.

Some of the common differentiators between success and failure include commitment, knowledge and expertise to guide improvement, scope of change/improvement desired (Big Bang type changes tend to fail more often compared to smaller changes) and adaption to enterprise cultures. For example, quality circles do not work well in every enterprise (and are even discouraged by some managers), and relatively few TQM-participating enterprises have won the national quality awards.

There have been well publicized failures of BPR, as well as Six Sigma. Enterprises therefore need to consider carefully which quality improvement methods to adopt, and certainly should not adopt all those listed here.

It is important not to underestimate the people factors, such as culture, in selecting a quality improvement approach. Any improvement (change) takes time to implement, gain acceptance and stabilize as accepted practice. Improvement must allow pauses between implementing new changes so that the change is stabilized and assessed as a real improvement, before the next improvement is made (hence continual improvement, not continuous improvement).

Improvements that change the culture take longer as they have to overcome greater resistance to change. It is easier and often more effective to work within the existing cultural boundaries and make small improvements (that is 'Kaizen') than to make major transformational changes. Use of Kaizen in Japan was a major reason for the creation of Japanese industrial and economic strength.

On the other hand, transformational change works best when an enterprise faces a crisis and needs to make major changes in order to survive. In Japan, the land of Kaizen, Carlos Ghosn led a transformational change at Nissan Motor Company which was in a financial and operational crisis. Well organized quality improvement programs take all these factors into account when selecting the quality improvement methods.

Quality standards

ISO standards

The International Organization for Standardization (ISO) is an independent non-governmental coalition representing 165 countries through their national standards bodies. ISO brings together experts to share knowledge and develop voluntary, consensus-based international commercial, industrial and technical standards.

ISO created Quality Management System (QMS) standards in 1987. They were the ISO 9000:1987 series of standards comprising ISO 9001:1987, ISO 9002:1987 and ISO 9003:1987; which were applicable in different types of industries, based on the type of activity or process: designing, production or service delivery.

The standards are reviewed every few years by the International Organization for Standardization. The version in 1994 was called the ISO 9000:1994 series; consisting of the ISO 9001:1994, 9002:1994 and 9003:1994 versions.

A major revision was published in the year 2000 and the series was called ISO 9000:2000 series. The ISO 9002 and 9003 standards were integrated into one single certifiable standard: ISO 9001:2000. After December 2003, organizations holding ISO 9002 or 9003 standards had to complete a transition to the new standard.

ISO released a minor revision, ISO 9001:2008 on 14 October 2008. It contains no new requirements. Many of the changes were to improve consistency in grammar, facilitating translation of the standard into other languages for use by over 950,000 certified organization in the 175 countries (as at Dec 2007) that use the standard.

The ISO 9004:2009 document gives guidelines for performance improvement over and above the basic standard (ISO 9001:2000). This standard provides a measurement framework for improved quality management, similar to and based upon the measurement framework for process assessment.

The last major revision was published 15 September 2015. This change adopted the High Level Structure, contained in ISO Directive 1 Annex SL, for the first time.

The Quality Management System standards created by ISO are meant for certification of the processes and management arrangements of an organization, not the product or service itself. The ISO 9000 family of standards do not set out requirements for product or service approval. Instead, ISO 9001 requires that product or service requirements are agreed between the organization and its customers, and that the organization manages its business processes to achieve these agreed requirements.

ISO 9001 states that the Quality Management System requirements of the standard are generic and are intended to be applicable to any organization, regardless of its type or size, or the products and services it provides, however, ISO has also published a number of separate standards which specify Quality Management System requirements for specific industries, in many cases those involved in the production or processing of goods typically regulated by nations and other global jurisdictions, in order to ensure that unique elements pertaining to public health and safety are integrated into these Quality Management Systems.

ISO 13485 specifies Quality Management System requirements for organizations involved in the design and manufacture of medical devices in order to demonstrate the ability to meet relevant regulatory requirements. Such organizations can be involved in one or more stages of the life-cycle, including design and development, production, storage and distribution, installation, or servicing of a medical device and design and development or provision of associated activities (e.g. technical support). ISO 13485 can also be used by suppliers or external parties that provide product, including quality management system-related services to such organizations. ISO has not published a standard in similar manner specifying Quality Management System requirements unique to the pharmaceutical industry for regulatory purposes, therefore compliance with ISO 9001 is typically utilized by organizations involved in the design and manufacture of pharmaceuticals.

In 2005 ISO published ISO 22000 specifying the Food Safety Management System requirements for the food industry. This standard covers the values and principles of ISO 9000 and the HACCP standards. It gives one single integrated standard for the food industry, defining requirements for any organization in the food chain.

Technical Standard TS 16949 defines requirements in addition to those in ISO 9001:2008 specifically for the automotive industry.

ISO has a number of standards that support quality management. One group describes processes (including ISO/IEC 12207 and ISO/IEC 15288) and another describes process assessment and improvement ISO 15504.

CMMI and IDEAL methods

The Software Engineering Institute has its own process assessment and improvement methods, called CMMI (Capability Maturity Model Integration) and IDEAL respectively.

Capability Maturity Model Integration (CMMI) is a process improvement training and appraisal program and service administered and marketed by Carnegie Mellon University and required by many DOD and U.S. Government contracts, especially in software development. Carnegie Mellon University claims CMMI can be used to guide process improvement across a project, division, or an entire organization. Under the CMMI methodology, processes are rated according to their maturity levels, which are defined as: Initial, Managed, Defined, Quantitatively Managed, Optimizing. Currently supported is CMMI Version 1.3. CMMI is registered in the U.S. Patent and Trademark Office by Carnegie Mellon University.

Three constellations of CMMI are:

• Product and service development (CMMI for Development)
• Service establishment, management, and delivery (CMMI for Services)
• Product and service acquisition (CMMI for Acquisition).

CMMI Version 1.3 was released on November 1, 2010. This release is noteworthy because it updates all three CMMI models (CMMI for Development, CMMI for Services, and CMMI for Acquisition) to make them consistent and to improve their high maturity practices. The CMMI Product Team has reviewed more than 1,150 change requests for the models and 850 for the appraisal method.

As part of its mission to transition mature technology to the software community, the SEI has transferred CMMI-related products and activities to the CMMI Institute, a 100%-controlled subsidiary of Carnegie Innovations, Carnegie Mellon University’s technology commercialization enterprise.

Quality management software

Quality Management Software is a category of technologies used by organizations to manage the delivery of high quality products. Solutions range in functionality, however, with the use of automation capabilities they typically have components for managing internal and external risk, compliance, and the quality of processes and products. Pre-configured and industry-specific solutions are available and generally require integration with existing IT architecture applications such as ERP, SCM, CRM, and PLM.

Quality Management Software Functionalities

• Non-Conformances/Corrective and Preventive Action
• Compliance/Audit Management
• Risk Management
• Statistical Process Control
• Failure Mode and Effects Analysis
• Complaint Handling
• Advanced Product Quality Planning
• Environment, Health, and Safety
• Hazard Analysis & Critical Control Points
• Production Part Approval Process

Enterprise Quality Management Software

The intersection of technology and quality management software prompted the emergence of a new software category: Enterprise Quality Management Software (EQMS). EQMS is a platform for cross-functional communication and collaboration that centralizes, standardizes, and streamlines quality management data from across the value chain. The software breaks down functional silos created by traditionally implemented standalone and targeted solutions. Supporting the proliferation and accessibility of information across supply chain activities, design, production, distribution, and service, it provides a holistic viewpoint for managing the quality of products and processes.

Quality terms

• Quality Improvement can be distinguished from Quality Control in that Quality Improvement is the purposeful change of a process to improve the reliability of achieving an outcome.
• Quality Control is the ongoing effort to maintain the integrity of a process to maintain the reliability of achieving an outcome.
• Quality Assurance is the planned or systematic actions necessary to provide enough confidence that a product or service will satisfy the given requirements.

Standards organization

From Wikipedia, the free encyclopedia

https://en.wikipedia.org/wiki/Standards_organization 

A standards organization, standards body, standards developing organization (SDO), or standards setting organization (SSO) is an organization whose primary function is developing, coordinating, promulgating, revising, amending, reissuing, interpreting, or otherwise contributing to the usefulness of technical standards to those who employ them. Such an organization works to create uniformity across producers, consumers, government agencies, and other relevant parties regarding terminology, product specifications (e.g. size, including units of measure), protocols, and more. Its goals could include ensuring that Company A's external hard drive works on Company B's computer, an individual's blood pressure measures the same with Company C's sphygmomanometer as it does with Company D's, or that all shirts that should not be ironed have the same icon (a clothes iron crossed out with an X) on the label.

Most standards are voluntary in the sense that they are offered for adoption by people or industry without being mandated in law. Some standards become mandatory when they are adopted by regulators as legal requirements in particular domains, often for the purpose of safety or for consumer protection from deceitful practices.

The term formal standard refers specifically to a specification that has been approved by a standards setting organization. The term de jure standard refers to a standard mandated by legal requirements or refers generally to any formal standard. In contrast, the term de facto standard refers to a specification (or protocol or technology) that has achieved widespread use and acceptance – often without being approved by any standards organization (or receiving such approval only after it already has achieved widespread use). Examples of de facto standards that were not approved by any standards organizations (or at least not approved until after they were in widespread de facto use) include the Hayes command set developed by Hayes, Apple's TrueType font design and the PCL protocol used by Hewlett-Packard in the computer printers they produced.

Normally, the term standards organization is not used to refer to the individual parties participating within the standards developing organization in the capacity of founders, benefactors, stakeholders, members or contributors, who themselves may function as or lead the standards organizations.

History

Standardization

Graphic representation of formulae for the pitches of threads of screw bolts

The implementation of standards in industry and commerce became highly important with the onset of the Industrial Revolution and the need for high-precision machine tools and interchangeable parts. Henry Maudslay developed the first industrially practical screw-cutting lathe in 1800, which allowed for the standardization of screw thread sizes for the first time.

Maudslay's work, as well as the contributions of other engineers, accomplished a modest amount of industry standardization; some companies' in-house standards spread a bit within their industries. Joseph Whitworth's screw thread measurements were adopted as the first (unofficial) national standard by companies around the country in 1841. It came to be known as the British Standard Whitworth, and was widely adopted in other countries.

Early standards organizations

By the end of the 19th century differences in standards between companies was making trade increasingly difficult and strained. For instance, an iron and steel dealer recorded his displeasure in The Times: "Architects and engineers generally specify such unnecessarily diverse types of sectional material or given work that anything like economical and continuous manufacture becomes impossible. In this country no two professional men are agreed upon the size and weight of a girder to employ for given work".

The Engineering Standards Committee was established in London in 1901 as the world's first national standards body. It subsequently extended its standardization work and became the British Engineering Standards Association in 1918, adopting the name British Standards Institution in 1931 after receiving its Royal Charter in 1929. The national standards were adopted universally throughout the country, and enabled the markets to act more rationally and efficiently, with an increased level of cooperation.

After the First World War, similar national bodies were established in other countries. The Deutsches Institut für Normung was set up in Germany in 1917, followed by its counterparts, the American National Standard Institute and the French Commission Permanente de Standardisation, both in 1918.

International organizations

Several international organizations create international standards, such as Codex Alimentarius in food, the World Health Organization Guidelines in health, or ITU Recommendations in ICT and being publicly funded, are freely available for consideration and use worldwide.

International standards associations

In 1904, Crompton represented Britain at the Louisiana Purchase Exposition in St. Louis, Missouri, as part of a delegation by the Institute of Electrical Engineers. He presented a paper on standardization, which was so well received that he was asked to look into the formation of a commission to oversee the process. By 1906 his work was complete and he drew up a permanent terms for the International Electrotechnical Commission. The body held its first meeting that year in London, with representatives from 14 countries. In honour of his contribution to electrical standardization, Lord Kelvin was elected as the body's first President.

Memorial plaque of founding ISA in Prague

The International Federation of the National Standardizing Associations (ISA) was founded in 1926 with a broader remit to enhance international cooperation for all technical standards and specifications. The body was suspended in 1942 during World War II.

After the war, ISA was approached by the recently formed United Nations Standards Coordinating Committee (UNSCC) with a proposal to form a new global standards body. In October 1946, ISA and UNSCC delegates from 25 countries met in London and agreed to join forces to create the new International Organization for Standardization; the new organization officially began operations in February 1947.

Overview

Standards organizations can be classified by their role, position, and the extent of their influence on the local, national, regional, and global standardization arena.

By geographic designation, there are international, regional, and national standards bodies (the latter often referred to as NSBs). By technology or industry designation, there are standards developing organizations (SDOs) and also standards setting organizations (SSOs) also known as consortia. Standards organizations may be governmental, quasi-governmental or non-governmental entities. Quasi- and non-governmental standards organizations are often non-profit organizations.

International standards organizations

The British Standards Institution building as it appeared in 1997

Broadly, an international standards organization develops international standards. (This does not necessarily restrict the use of other published standards internationally.)

There are many international standards organizations. The three largest and most well-established such organizations are the International Organization for Standardization (ISO), the International Electrotechnical Commission (IEC), and the International Telecommunication Union (ITU), which have each existed for more than 50 years (founded in 1947, 1906, and 1865, respectively) and are all based in Geneva, Switzerland. They have established tens of thousands of standards covering almost every conceivable topic. Many of these are then adopted worldwide replacing various incompatible "homegrown" standards. Many of these standards are naturally evolved from those designed in-house within an industry, or by a particular country, while others have been built from scratch by groups of experts who sit on various technical committees (TCs). These three organizations together comprise the World Standards Cooperation (WSC) alliance.

ISO is composed of the national standards bodies (NSBs), one per member economy. The IEC is similarly composed of national committees, one per member economy. In some cases, the national committee to the IEC of an economy may also be the ISO member from that country or economy. ISO and IEC are private international organizations that are not established by any international treaty. Their members may be non-governmental organizations or governmental agencies, as selected by ISO and IEC (which are privately established organizations).

The ITU is a treaty-based organization established as a permanent agency of the United Nations, in which governments are the primary members, although other organizations (such as non-governmental organizations and individual companies) can also hold a form of direct membership status in the ITU as well. Another example of a treaty-based international standards organization with government membership is the Codex Alimentarius Commission. 

Associação Brasileira de Normas Técnicas building, as seen in 2014

In addition to these, a large variety of independent international standards organizations such as the ASME, the ASTM International, the International Commission on Illumination (CIE), the IEEE, the Internet Engineering Task Force (IETF), SAE International, TAPPI, the World Wide Web Consortium (W3C), and the Universal Postal Union (UPU) develop and publish standards for a variety of international uses. In many such cases, these international standards organizations are not based on the principle of one member per country. Rather, membership in such organizations is open to those interested in joining and willing to agree to the organization's by-laws – having either organizational/corporate or individual technical experts as members.

The Airlines Electronic Engineering Committee (AEEC) was formed in 1949 to prepare avionics system engineering standards with other aviation organizations RTCA, EUROCAE, and ICAO. The standards are widely known as the ARINC Standards.

Regional standards organizations

Regional standards bodies also exist, such as the European Committee for Standardization (CEN), the European Committee for Electrotechnical Standardization (CENELEC), the European Telecommunications Standards Institute (ETSI), and the Institute for Reference Materials and Measurements (IRMM) in Europe, the Pacific Area Standards Congress (PASC), the Pan American Standards Commission (COPANT), the African Organisation for Standardisation (ARSO), the Arabic industrial development and mining organization (AIDMO), and others.

In the European Union, only standards created by CEN, CENELEC, and ETSI are recognized as European standards (according to Regulation (EU) No 1025/2012), and member states are required to notify the European Commission and each other about all the draft technical regulations concerning ICT products and services before they are adopted in national law. These rules were laid down in Directive 98/34/EC with the goal of providing transparency and control with regard to technical regulations.

Sub-regional standards organizations also exist such as the MERCOSUR Standardization Association (AMN), the CARICOM Regional Organisation for Standards and Quality (CROSQ), and the ASEAN Consultative Committee for Standards and Quality (ACCSQ), EAC East Africa Standards Committee www.eac-quality.net, and the GCC Standardization Organization (GSO) for Arab States of the Persian Gulf.

National standards bodies

In general, each country or economy has a single recognized national standards body (NSB). A national standards body is likely the sole member from that economy in ISO; ISO currently has 161 members. National standards bodies usually do not prepare the technical content of standards, which instead is developed by national technical societies.

Example national standards bodies

Organization	Initials	Country
American National Standards Institute	ANSI	United States
Asociación Española de Normalización y Certificación, Spanish Association for Standardization and Certification	AENOR	Spain
Association Française de Normalisation, French Association for Standardization	AFNOR	France
Badan Standardisasi Nasional	BSN	Indonesia
Bangladesh Standards and Testing Institution	BSTI	Bangladesh
Brazilian National Standards Organization	ABNT	Brazil
British Standards Institution	BSI	United Kingdom
Bulgarian Institute for Standardization	BDS	Bulgaria
Bureau voor Normalisatie/Bureau de Normalisation	NBN	Belgium
Bureau of Indian Standards	BIS	India
Bureau of Standards Jamaica	BSJ	Jamaica
Dirección General de Normas	DGN	Mexico
Deutsches Institut für Normung	DIN	Germany
Eesti Standardimis- ja Akrediteerimiskeskus, Estonian Centre for Standardisation	EVS	Estonia
Ente Nazionale Italiano di Unificazione	UNI	Italy
Euro-Asian Council for Standardization, Metrology and Certification	GOST	Russia (Soviet Union)
Finnish Standards Association	SFS	Finland
Institut Luxembourgeois de la normalisation, de l’Accréditation, de la Sécurité et qualité des produits et services, Luxembourg Institute for Standardization, Accreditation, Security, and Quality of Products and Services	ILNAS	Luxembourg
Instituto Argentino de Normalización y Certificación	IRAM	Argentina
Instituto Colombiano de Normas Técnicas y Certificación, Colombian Institute of Technical Standards and Certification	ICONTEC	Colombia
Japanese Industrial Standards Committee	JISC	Japan
Koninklijk Nederlands Normalisatie Instituut	NEN	Netherlands
Korean Agency for Technology and Standards	KATS	South Korea
Magyar Szabványügyi Testület, Hungarian Standards Institution	MSZT	Hungary
Organismul Național de Standardizare, Romanian Standards Association	ASRO	Romania
South African Bureau of Standards	SABS	South Africa
Standardization Administration of China	SAC	China
Standards Council of Canada	SCC	Canada
Standards New Zealand	SNZ	New Zealand
Standards Norway	SN	Norway
Standards Organisation of Nigeria	SON	Nigeria
Swedish Standards Institute	SIS	Sweden
Swiss Association for Standardization	SNV	Switzerland
Turkish Standards Institution	TSE	Turkey
Standards Australia	SAI	Australia
Jabatan Standard Malaysia	DSM	Malaysia
Instituto Português da Qualidade, Portuguese Institute for Quality	IPQ	Portugal

NSBs may be either public or private sector organizations, or combinations of the two. For example, the Standards Council of Canada is a Canadian Crown Corporation, Dirección General de Normas is a governmental agency within the Mexican Ministry of Economy, and ANSI is a 501(c)(3) non-profit U.S. organization with members from both the private and public sectors. The National Institute of Standards and Technology (NIST), the U.S. government's standards agency, cooperates with ANSI under a memorandum of understanding to collaborate on the United States Standards Strategy. The determinates of whether an NSB for a particular economy is a public or private sector body may include the historical and traditional roles that the private sector fills in public affairs in that economy or the development stage of that economy.

Standards developing organizations (SDOs)

A national standards body (NSB) generally refers to one standardization organization that is that country’s member of the ISO. A standards developing organization (SDO) is one of the thousands of industry- or sector-based standards organizations that develop and publish industry specific standards. Some economies feature only an NSB with no other SDOs. Large economies like the United States and Japan have several hundred SDOs, many of which are coordinated by the central NSBs of each country (ANSI and JISC in this case). In some cases, international industry-based SDOs such as the CIE, the IEEE and the Audio Engineering Society (AES) may have direct liaisons with international standards organizations, having input to international standards without going through a national standards body. SDOs are differentiated from standards setting organizations (SSOs) in that SDOs may be accredited to develop standards using open and transparent processes.

Scope of work

Developers of technical standards are generally concerned with interface standards, which detail how products interconnect with each other, and safety standards, which established characteristics ensure that a product or process is safe for humans, animals, and the environment. The subject of their work can be narrow or broad. Another area of interest is in defining how the behavior and performance of products is measured and described in data sheets.

Overlapping or competing standards bodies tend to cooperate purposefully, by seeking to define boundaries between the scope of their work, and by operating in a hierarchical fashion in terms of national, regional and international scope; international organizations tend to have as members national organizations; and standards emerging at national level (such as BS 5750) can be adopted at regional levels (BS 5750 was adopted as EN 29000) and at international levels (BS 5750 was adopted as ISO 9000).

Unless adopted by a government, standards carry no force in law. However, most jurisdictions have truth in advertising laws, and ambiguities can be reduced if a company offers a product that is "compliant" with a standard.

Standards development process

When an organization develops standards that may be used openly, it is common to have formal rules published regarding the process. This may include:

• Who is allowed to vote and provide input on new or revised standards
• What is the formal step-by-step process
• How are bias and commercial interests handled
• How negative votes or ballots are handled
• What type of consensus is required

Though it can be a tedious and lengthy process, formal standard setting is essential to developing new technologies. For example, since 1865, the telecommunications industry has depended on the ITU to establish the telecommunications standards that have been adopted worldwide. The ITU has created numerous telecommunications standards including telegraph specifications, allocation of telephone numbers, interference protection, and protocols for a variety of communications technologies. The standards that are created through standards organizations lead to improved product quality, ensured interoperability of competitors’ products, and they provide a technological baseline for future research and product development. Formal standard setting through standards organizations has numerous benefits for consumers including increased innovation, multiple market participants, reduced production costs, and the efficiency effects of product interchangeability. To support the standard development process, ISO published Good Standardization Practices (GSP) and the WTO Technical Barriers to Trade (TBT) Committee published the "Six Principles" guiding members in the development of international standards.

Standards distribution and copyright

Some standards – such as the SIF Specification in K12 education – are managed by a non-profit organizations composed of public entities and private entities working in cooperation that then publish the standards under an open license at no charge and requiring no registration.

A technical library at a university may have copies of technical standards on hand. Major libraries in large cities may also have access to many technical standards.

Some users of standards mistakenly assume that all standards are in the public domain. This assumption is correct only for standards produced by the central governments whose publications are not amenable to copyright or to organizations that issue their standard under an open license. Any standards produced by non-governmental entities remain the intellectual property of their developers (unless specifically designed otherwise) and are protected, just like any other publications, by copyright laws and international treaties. However, the intellectual property extends only to the standard itself and not to its use. For instance if a company sells a device that is compliant with a given standard, it is not liable for further payment to the standards organization except in the special case when the organization holds patent rights or some other ownership of the intellectual property described in the standard.

It is, however, liable for any patent infringement by its implementation, just as with any other implementation of technology. The standards organizations give no guarantees that patents relevant to a given standard have been identified. ISO standards draw attention to this in the foreword with a statement like the following: "Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO and IEC shall not be held responsible for identifying any or all such patent rights". If the standards organization is aware that parts of a given standard fall under patent protection, it will often require the patent holder to agree to Reasonable and non-discriminatory licensing before including it in the standard. Such an agreement is regarded as a legally binding contract, as in the 2012 case Microsoft v. Motorola.

Trends

The ever-quickening pace of technology evolution is now more than ever affecting the way new standards are proposed, developed and implemented.

Since traditional, widely respected standards organizations tend to operate at a slower pace than technology evolves, many standards they develop are becoming less relevant because of the inability of their developers to keep abreast with the technological innovation. As a result, a new class of standards setters appeared on the standardization arena: the industry consortia or standards setting organizations (SSOs), which are also referred to as private standards. Despite having limited financial resources, some of them enjoy truly international acceptance. One example is the World Wide Web Consortium (W3C), whose standards for HTML, CSS, and XML are used universally. There are also community-driven associations such as the Internet Engineering Task Force (IETF), a worldwide network of volunteers who collaborate to set standards for lower-level software solutions.

Some industry-driven standards development efforts don't even have a formal organizational structure. They are projects funded by large corporations. Among them are the OpenOffice.org, an Apache Software Foundation-sponsored international community of volunteers working on an open-standard software that aims to compete with Microsoft Office, and two commercial groups competing fiercely with each other to develop an industry-wide standard for high-density optical storage. Another example is the Global Food Safety Initiative where members of the Consumer Goods Forum define benchmarking requirements and recognize scheme owners using private standards for food safety.

Ecotourism

From Wikipedia, the free encyclopedia

https://en.wikipedia.org/wiki/Ecotourism 

 

Llano del Muerto waterfall in El Salvador

Ecotourism is a form of tourism involving responsible travel (using sustainable transport) to natural areas, conserving the environment, and improving the well-being of the local people. Its purpose may be to educate the traveler, to provide funds for ecological conservation, to directly benefit the economic development and political empowerment of local communities, or to foster respect for different cultures and for human rights. Since the 1980s, ecotourism has been considered a critical endeavor by environmentalists, so that future generations may experience destinations relatively untouched by human intervention. Ecotourism may focus on educating travelers on local environments and natural surroundings with an eye to ecological conservation. Some include in the definition of ecotourism the effort to produce economic opportunities that make conservation of natural resources financially possible.

Generally, ecotourism deals with interaction with biotic components of the natural environments. Ecotourism focuses on socially responsible travel, personal growth, and environmental sustainability. Ecotourism typically involves travel to destinations where flora, fauna, and cultural heritage are the primary attractions. Ecotourism is intended to offer tourists an insight into the impact of human beings on the environment and to foster a greater appreciation of our natural habitats. Ecotourism aims at minimal environmental impact on the areas visited. Besides fostering respect towards the natural environment, ecotourism also helps in creating socio-economic benefits for the communities of the area visited.

Responsible ecotourism programs include those that minimize the negative aspects of conventional tourism on the environment and enhance the cultural integrity of local people. Therefore, in addition to evaluating environmental and cultural factors, an integral part of ecotourism is the promotion of recycling, energy efficiency, water conservation, and creation of economic opportunities for local communities. For these reasons, ecotourism often appeals to advocates of environmental and social responsibility.

Many consider the term "ecotourism", like "sustainable tourism" (which is a related concept but broader), an oxymoron. Like most long-distance travel, ecotourism often depends on air transportation, which contributes to climate change. Additionally, "the overall effect of sustainable tourism is negative where like ecotourism philanthropic aspirations mask hard-nosed immediate self-interest."

Benefits

Seal watching near Malusi Islands in Estonia.

 

Kikoti Safari Camp in Tarangire National Park, Tanzania.

Ecotourism is a sub-component of the field of sustainable tourism. Ecotourism must serve to maximize ecological benefits, while contributing to the economic, social and cultural wellbeing of communities living close to ecotourism venues.

Potential ecological, economic and sociocultural benefits associated with ecotourism are described below.

Potential Ecological Benefits

A primary challenge is to make sure that ecotourism does not compromise the ecological integrity of protected areas and welfare of local communities. Although ecotourism is not supposed to have negative ecological outcomes, these may occur regardless. Ecotourism is widely assumed to have many positive ecological consequences, and some of them are listed as follows:

Direct Benefits

• Incentive to protect natural environments
• Incentive to rehabilitate modified environments and lands
• Provide fund to manage and expand protected areas
• Ecotourists assist with habitat maintenance and enhancement through their own actions
• Ecotourists serving as watchdogs or guardians who personally intervene in situations where the environment is perceived to be threatened

Indirect benefits

• Exposure to ecotourism fosters a broader sense of environmentalism
• Communities experience changes in environmental attitude and behavior
• Areas protected for ecotourism provide environmental benefits

Potential Economic Benefits

For many decision-makers, economic factors are more compelling than ecological factors in deciding how natural resources should be utilized. Ecotourism economic benefits are presented below:

Direct Benefits

• Generates revenue (related to visitor expenditures) and creates employment that is directly related to the sector
• Provides economic opportunities for peripheral regions

Indirect Benefits

• High multiplier effect and indirect revenue employment
• Supports cultural and heritage tourism, sectors that are highly compatible with ecotourism.

Potential Socio-Cultural Benefits

A holistic approach on ecotourism must promote socio-cultural as well as economic and ecological practices. The direct and indirect socio-cultural benefits are outlined as follows:

Direct and Indirect Benefits

• Foster community stability and wellbeing through economic benefits and local participation
• Aesthetic and spiritual benefits and enjoyment for locals and tourists
• Accessible to a broad spectrum of the population

When assessing potential positive impacts of ecotourism, it is necessary to mention that ecotourism can have unintended negative effects as well. Negative impacts can be mitigated through regulations and codes of conduct that effectively and persuasively impart messages about appropriate visitor behavior.^[8]

Terminology and history

A hanging bridge in ecotourism area of Thenmala, Kerala in India - India's first planned ecotourism destination

Ecotourism is a late 20th-century neologism compounded frohttps://www.albany.edu/~bd445/Economics_301_Intermediate_Macroeconomics_Slides_Spring_2014/Multiplier_Effect.pdfm eco- and tourism. According to the Oxford English Dictionary, ecotour was first recorded in 1973 and ecotourism, "probably after ecotour", in 1982.

• ecotour, n. ... A tour of or visit to an area of ecological interest, usually with an educational element; (in later use also) a similar tour or visit designed to have as little detrimental effect on the ecology as possible or undertaken with the specific aim of helping conservation efforts.
• ecotourism, n. ... Tourism to areas of ecological interest (typically exotic and often threatened natural environments), esp. to support conservation efforts and observe wildlife; spec. access to an endangered environment controlled so as to have the least possible adverse effect.

Some sources suggest the terms were used nearly a decade earlier. Claus-Dieter (Nick) Hetzer, an academic and adventurer from Forum International in Berkeley, CA, coined ecotourism in 1965, according to the Contra Costa Times, and ran the first ecotours in the Yucatán during the early 1970s.

The definition of ecotourism adopted by Ecotourism Australia is: "Ecotourism is ecologically sustainable tourism with a primary focus on experiencing natural areas that fosters environmental and cultural understanding, appreciation and conservation."

The Global Ecotourism Network (GEN) defines ecotourism as "responsible travel to natural areas that conserves the environment, sustains the well-being of the local people, and creates knowledge and understanding through interpretation and education of all involved (visitors, staff and the visited)".

Ecotourism is often misinterpreted as any form of tourism that involves nature (see jungle tourism). Self-proclaimed practitioners and hosts of ecotourism experiences assume it is achieved by simply creating destinations in natural areas. According to critics of this commonplace and assumptive practice, true ecotourism must, above all, sensitize people to the beauty and the fragility of nature. These critics condemn some operators as greenwashing their operations: using the labels of "green" and "eco-friendly”, while behaving in environmentally irresponsible ways.

Although academics disagree about who can be classified as an ecotourist and there is little statistical data, some estimate that more than five million ecotourists—the majority of the ecotourist population—come from the United States, with many others from Western Europe, Canada and Australia.

Currently, there are various moves to create national and international ecotourism certification programs. National ecotourism certification programs have been put in place in countries such as Costa Rica, Australia, Kenya, Estonia, and Sweden.

Related terms

Sustainable tourism

A Canopy Walkway at Kakum National Park in Ghana, ensuring that tourists have least direct impact on the surrounding ecology. The visitor park received the Global Tourism for Tomorrow Award the following year.

Sustainable tourism is a concept that covers the complete tourism experience, including concern for economic, social and environmental issues as well as attention to improving tourists' experiences and addressing the needs of host communities. Sustainable tourism should embrace concerns for environmental protection, social equity, and the quality of life, cultural diversity, and a dynamic, viable economy delivering jobs and prosperity for all. It has its roots in sustainable development and there can be some confusion as to what "sustainable tourism" means. There is now broad consensus that tourism should be sustainable. In fact, all forms of tourism have the potential to be sustainable if planned, developed and managed properly. Tourist development organizations are promoting sustainable tourism practices in order to mitigate negative effects caused by the growing impact of tourism, for example its environmental impacts.

The United Nations World Tourism Organization emphasized these practices by promoting sustainable tourism as part of the Sustainable Development Goals, through programs like the International Year for Sustainable Tourism for Development in 2017. There is a direct link between sustainable tourism and several of the 17 Sustainable Development Goals (SDGs). Tourism for SDGs focuses on how SDG 8 ("decent work and economic growth"), SDG 12 ("responsible consumption and production") and SDG 14 ("life below water") implicate tourism in creating a sustainable economy. According to the World Travel & Tourism Travel, tourism constituted "10.3 percent to the global gross domestic product, with international tourist arrivals hitting 1.5 billion marks (a growth of 3.5 percent) in 2019" and generated $1.7 trillion export earnings yet, improvements are expected to be gained from suitable management aspects and including sustainable tourism as part of a broader sustainable development strategy.

Improving sustainability

Principles

Ecotourism in both terrestrial and marine ecosystems can benefit conservation, provided the complexities of history, culture, and ecology in the affected regions are successfully navigated. Catherine Macdonald and colleagues identify the factors which determine conservation outcome, namely whether: animals and their habits are sufficiently protected; conflict between people and wildlife is avoided or at least suitably mitigated; there is good outreach and education of the local population into the benefits of ecotourism; there is effective collaboration with stakeholders in the area; and there is proper use of the money generated by ecotourism to conserve the local ecology. They conclude that ecotourism works best to conserve predators when the tourism industry is supported both politically and by the public, and when it is monitored and controlled at local, national, and international levels.

Regulation and accreditation

Because the regulations of ecotourism may be poorly implemented, ecologically destructive greenwashed operations like underwater hotels, helicopter tours, and wildlife theme parks can be categorized as ecotourism along with canoeing, camping, photography, and wildlife observation. The failure to acknowledge responsible, low-impact ecotourism puts legitimate ecotourism companies at a competitive disadvantage.

Management strategies to mitigate destructive operations include but are not limited to establishing a carrying capacity, site hardening, sustainable design, visitation quotas, fees, access restrictions, and visitor education.

Many environmentalists have argued for a global standard that can be used for certification, differentiating ecotourism companies based on their level of environmental commitment, creating a standard to follow. A national or international regulatory board would enforce accreditation procedures, with representation from various groups including governments, hotels, tour operators, travel agents, guides, airlines, local authorities, conservation organizations, and non-governmental organizations. The decisions of the board would be sanctioned by governments, so that non-compliant companies would be legally required to disassociate themselves from the use of the ecotourism brand.

In 1998, Crinion suggested a Green Stars System, based on criteria including a management plan, benefit for the local community, small group interaction, education value and staff training. Ecotourists who consider their choices would be confident of a genuine ecotourism experience when they see the higher star rating.

In 2008 the Global Sustainable Tourism Council Criteria was launched at the IUCN World Conservation Congress. The Criteria, managed by the Global Sustainable Tourism Council, created a global standard for sustainable travel and tourism and includes criteria and performance indicators for destinations, tour operators and hotels. The GSTC provides accreditation through a third-party to Certification Bodies to legitimize claims of sustainability.

Environmental impact assessments could also be used as a form of accreditation. Feasibility is evaluated from a scientific basis, and recommendations could be made to optimally plan infrastructure, set tourist capacity, and manage the ecology. This form of accreditation is more sensitive to site-specific conditions.

Some countries have their own certification programs for ecotourism. Costa Rica, for example, runs the GSTC-Recognized Certification of Sustainable Tourism (CST) program, which is intended to balance the effect that business has on the local environment. The CST program focuses on a company's interaction with natural and cultural resources, the improvement of quality of life within local communities, and the economic contribution to other programs of national development. CST uses a rating system that categorizes a company based upon how sustainable its operations are. CST evaluates the interaction between the company and the surrounding habitat; the management policies and operation systems within the company; how the company encourages its clients to become an active contributor towards sustainable policies; and the interaction between the company and local communities/the overall population. Based upon these criteria, the company is evaluated for the strength of its sustainability. The measurement index goes from 0 to 5, with 0 being the worst and 5 being the best.

Labels and certification

Over 50 ecolabels on tourism exist. These include (but are not limited to):

• Austrian Ecolabel for Tourism
• Asian Ecotourism Standard for Accommodations (AESA)
• Eco-certification Malta
• EarthCheck Australia
• Ecotourism Australia
• Ecotourism Ireland
• Ecotourism Kenya
• European Ecotourism Labelling Standard (EETLS)
• Korean Ecotourism Standard

Guidelines and education

Ecotour guide stands on a kayak spotting dolphins and manatees, around Lido Key

An environmental protection strategy must address the issue of ecotourists removed from the cause-and-effect of their actions on the environment. More initiatives should be carried out to improve their awareness, sensitize them to environmental issues, and care about the places they visit.

Tour guides are an obvious and direct medium to communicate awareness. With the confidence of ecotourists and intimate knowledge of the environment, tour guides can actively discuss conservation issues. Informing ecotourists about how their actions on the trip can negatively impact their environment and the local people. A tour guide training program in Costa Rica's Tortuguero National Park has helped mitigate negative environmental impacts by providing information and regulating tourists on the parks' beaches used by nesting endangered sea turtles.

Small scale, slow growth and local control

The underdevelopment theory of tourism describes a new form of imperialism by multinational corporations that control ecotourism resources. These corporations finance and profit from the development of large scale ecotourism that causes excessive environmental degradation, loss of traditional culture and way of life, and exploitation of local labor. In Zimbabwe and Nepal's Annapurna region, where underdevelopment is taking place, more than 90 percent of ecotourism revenues are expatriated to the parent countries, and less than 5 percent go into local communities.

The lack of sustainability highlights the need for small scale, slow growth, and locally based ecotourism. Local peoples have a vested interest in the well-being of their community, and are therefore more accountable to environmental protection than multinational corporations, though they receive very little of the profits. The lack of control, westernization, adverse impacts to the environment, loss of culture and traditions outweigh the benefits of establishing large scale ecotourism. Additionally, culture loss can be attributed to cultural commodification, in which local cultures are commodified in order to make a profit.

The increased contributions of communities to locally managed ecotourism create viable economic opportunities, including high-level management positions, and reduce environmental issues associated with poverty and unemployment. Because the ecotourism experience is marketed to a different lifestyle from large scale ecotourism, the development of facilities and infrastructure does not need to conform to corporate Western tourism standards, and can be much simpler and less expensive. There is a greater multiplier effect on the economy, because local products, materials, and labor are used. Profits accrue locally and import leakages are reduced. The Great Barrier Reef Park in Australia reported over half of a billion dollars of indirect income in the area and added thousands of indirect jobs between 2004 and 2005. However, even this form of tourism may require foreign investment for promotion or start-up. When such investments are required, it is crucial for communities to find a company or non-governmental organization that reflects the philosophy of ecotourism; sensitive to their concerns and willing to cooperate at the expense of profit. The basic assumption of the multiplier effect is that the economy starts off with unused resources, for example, that many workers are cyclically unemployed and much of industrial capacity is sitting idle or incompletely utilized. By increasing demand in the economy, it is then possible to boost production. If the economy was already at full employment, with only structural, frictional, or other supply-side types of unemployment, any attempt to boost demand would only lead to inflation. For various laissez-faire schools of economics which embrace Say's Law and deny the possibility of Keynesian inefficiency and under-employment of resources, therefore, the multiplier concept is irrelevant or wrong-headed.

As an example, consider the government increasing its expenditure on roads by $1 million, without a corresponding increase in taxation. This sum would go to the road builders, who would hire more workers and distribute the money as wages and profits. The households receiving these incomes will save part of the money and spend the rest on consumer goods. These expenditures, in turn, will generate more jobs, wages, profits, and so on with the income and spending circulating around the economy.

The multiplier effect arises because of the induced increases in consumer spending which occur due to the increased incomes — and because of the feedback into increasing business revenues, jobs, and income again. This process does not lead to an economic explosion not only because of the supply-side barriers at potential output (full employment) but because at each "round", the increase in consumer spending is less than the increase in consumer incomes. That is, the marginal propensity to consume (MPC) is less than one, so that each round some extra income goes into saving, leaking out of the cumulative process. Each increase in spending is thus smaller than that of the previous round, preventing an explosion.

Efforts to preserve ecosystems at risk

Some of the world's most exceptional biodiversity is located in the Galapagos Islands. These islands were designated a UNESCO World Heritage site in 1979, then added to UNESCO's List of World Heritage in Danger in 2007. IGTOA is a non-profit dedicated to preserving this unique living laboratory against the challenges of invasive species, human impact, and tourism. For travelers who want to be mindful of the environment and the impact of tourism, it is recommended to utilize an operator that is endorsed by a reputable ecotourism organization. In the case of the Galapagos, IGTOA has a list of the world's premiere Galapagos Islands tour companies dedicated to the lasting protection and preservation of the destination.

Natural resource management

Natural resource management can be utilized as a specialized tool for the development of ecotourism. There are several places throughout the world where a number of natural resources are abundant, but with human encroachment and habitats, these resources are depleting. Without the sustainable use of certain resources, they are destroyed, and floral and fauna species are becoming extinct. Ecotourism programs can be introduced for the conservation of these resources. Several plans and proper management programs can be introduced so that these resources remain untouched, and there are many organizations–including nonprofits–and scientists working on this field.

Natural resources of hill areas like Kurseong in West Bengal are plenty in number with various flora and fauna, but tourism for business purpose poised the situation. Researchers from Jadavpur University are presently working in this area for the development of ecotourism to be used as a tool for natural resource management.

In Southeast Asia government and nongovernmental organizations are working together with academics and industry operators to spread the economic benefits of tourism into the kampungs and villages of the region. A recently formed alliance, the South-East Asian Tourism Organisation (SEATO), is bringing together these diverse players to discuss resource management concerns.

A 2002, summit held in Quebec led to the 2008 Global Sustainable Tourism Criteria–a collaborative effort between the UN Foundation and other advocacy groups. The criteria, which are voluntary, involve the following standards: "effective sustainability planning, maximum social and economic benefits for local communities, minimum negative impacts on cultural heritage, and minimum negative impacts on the environment." There is no enforcing agency or system of punishments.for summit.

Impact on Indigenous people and Indigenous land

Valorization of the Indigenous territories can be important for designation as a protected area, which can deter threats such as deforestation. Ecotourism can help bring in revenue for indigenous peoples.

However, there needs to be a proper business plan and organizational structure, which helps to ensure that the generated money from ecotourism indeed flows towards the Indigenous peoples themselves, and the protection of the Indigenous territory. Debates around ecotourism focus on how profits off of Indigenous lands are enjoyed by international tourist companies, who do not share back with the people to whom those lands belong. Ecotourism offers a tourist-appealing experience of the landscape and environment, one that is different from the experience of the residents; it commodifies the lives of Indigenous people and their land which is not fair to its inhabitants.

Indigenous territories are managed by governmental services (i.e. FUNAI in Brazil, ...) and these governmental services can thus decide whether or not to implement ecotourism in these Indigenous territories.

Ecotourism can also bring in employment to the local people (which may be Indigenous people). Protected areas for instance require park rangers, and staff to maintain and operate the ecolodges and accommodation used by tourists. Also the traditional culture can act as a tourist attraction, and can create a source of revenue by asking payment for the showing of performances (i.e. traditional dance, ...) Ecotourism can also help mitigate deforestation that happens when local residents, under economic stress, clear lands and create smallholder plots to grow cash crops. Such land clearing hurts the environment. Ecotourism can be a sustainable and job-creating alternative for local populations.

Depending on how protected areas are set up and handled, it can lead to local people losing their homes, and mostly with no compensation. Pushing people onto marginal lands with harsh climates, poor soils, lack of water, and infested with livestock and disease does little to enhance livelihoods even when a proportion of ecotourism profits are directed back into the community. Harsh survival realities and deprivement of traditional use of land and natural resources by local people can occur. Local Indigenous people may also get a strong resentment towards the change, especially if tourism has been allowed to develop with virtually no controls. This, as it can lead to too many lodges being built, and tourist vehicles may drive off-track and harass the wildlife, if no control mechanisms have been put in place and tourist vehicles can indeed be used. Vehicle use may erode and degrade land".

There is a longstanding failure by the Peruvian government to acknowledge and protect Indigenous lands, and therefore the Indigenous peoples have been forced to protect their own land. The land has a better chance of staying safe and free from deforestation if the people who care about it are the ones looking over it.

Criticism

Definition

In the continuum of tourism activities that stretch from conventional tourism to ecotourism, there has been a lot of contention to the limit at which biodiversity preservation, local social-economic benefits, and environmental impact can be considered "ecotourism". For this reason, environmentalists, special interest groups, and governments define ecotourism differently. Environmental organizations have generally insisted that ecotourism is nature-based, sustainably managed, conservation supporting, and environmentally educated. The tourist industry and governments, however, focus more on the product aspect, treating ecotourism as equivalent to any sort of tourism based in nature. As a further complication, many terms are used under the rubric of ecotourism. Nature tourism, low impact tourism, green tourism, bio-tourism, ecologically responsible tourism, and others have been used in literature and marketing, although they are not necessarily synonymous with ecotourism.

The problems associated with defining ecotourism have often led to confusion among tourists and academics. Many problems are also subject of considerable public controversy and concern because of green washing, a trend towards the commercialization of tourism schemes disguised as sustainable, nature based, and environmentally friendly ecotourism. According to McLaren, these schemes are environmentally destructive, economically exploitative, and culturally insensitive at its worst. They are also morally disconcerting because they mislead tourists and manipulate their concerns for the environment. The development and success of such large scale, energy intensive, and ecologically unsustainable schemes are a testament to the tremendous profits associated with being labeled as ecotourism.

Negative impact

Ecotourism has become one of the fastest-growing sectors of the tourism industry. One definition of ecotourism is "the practice of low-impact, educational, ecologically and culturally sensitive travel that benefits local communities and host countries". Many of the ecotourism projects are not meeting these standards. Even if some of the guidelines are being executed, the local communities are still facing many of the negative impacts.The other negative side of ecotourism is that it transforms nature and the environment into commodities people are interested in paying and visiting. When the environment becomes a product with economic value, people try to advertise and sell it. Some of the ecotourism sites are turning to private sectors, and the government cut off their funding. Hence, they are obligated to make money on their own. Private natural parks and sites are looking for their own advantage by advertising the soundness of natural parks or coastal marines in the Caribbean. They try to show they are protecting nature and attract people interested In ecotourism. However, they will focus on the phenomenon that might be more interesting for tourists and neglect other aspects of nature when they prioritize their profits. Consequently, this policy will result in abandoning rich ecological sites or destroying those valuable sites. For example, in Montego Bay, hotel staff cut the seagrass that appeared to drive back tourists; conversely, they are crucial for local nutrient cycles.

The other problem is that the companies try to hide the truth behind the ecotourism to maintain their profit. They don't cover the fact that traveling from other countries to the natural sites burns extensive amounts of aircraft fuel. In Montego Bay and Negril, a considerable amount of run-off is released to the coastal water produced directly or indirectly by ecotourists. Hotels in Jamaica release much more wastewater than a city. The tourists generate a lot of waste that ends up in the coastal water. The indirect effect of ecotourism in Jamaica is that many people migrated to the town near the natural site because of the more job opportunities due to construction increase, resulting in destroying the environment. South Africa is one of the countries that is reaping significant economic benefits from ecotourism, but the negative effects far outweigh the positive—including forcing people to leave their homes, gross violations of fundamental rights, and environmental hazards—far outweigh the medium-term economic benefits. A tremendous amount of money and human resources continue to be used for ecotourism despite unsuccessful outcomes, and even more, money is put into public relation campaigns to dilute the effects of criticism. Ecotourism channels resources away from other projects that could contribute more sustainable and realistic solutions to pressing social and environmental problems. "The money tourism can generate often ties parks and managements to ecotourism". But there is a tension in this relationship because ecotourism often causes conflict and changes in land-use rights, fails to deliver promises of community-level benefits, damages environments, and has many other social impacts. Indeed, many argue repeatedly that ecotourism is neither ecologically nor socially beneficial, yet it persists as a strategy for conservation and development due to the large profits. While several studies are being done on ways to improve the ecotourism structure, some argue that these examples provide a rationale for stopping it altogether. However, there are some positive examples, among them the Kavango-Zambezi Transfrontier Conservation Area (KAZA) and the Virunga National Park, as judged by WWF.

The ecotourism system exercises tremendous financial and political influence. The evidence above shows that a strong case exists for restraining such activities in certain locations. Funding could be used for field studies aimed at finding alternative solutions to tourism and the diverse problems Africa faces in result of urbanization, industrialization, and the overexploitation of agriculture. At the local level, ecotourism has become a source of conflict over control of land, resources, and tourism profits. In this case, ecotourism has harmed the environment and local people and has led to conflicts over profit distribution. In a perfect world, more efforts would be made towards educating tourists of the environmental and social effects of their travels. Very few regulations or laws stand in place as boundaries for the investors in ecotourism. These should be implemented to prohibit the promotion of unsustainable ecotourism projects and materials which project false images of destinations, demeaning local and indigenous culture.

Though conservation efforts in East Africa are indisputably serving the interests of tourism in the region it is important to make the distinction between conservation acts and the tourism industry. Eastern African communities are not the only of developing regions to experience economic and social harms from conservation efforts. Conservation in the Southwest Yunnan Region of China has similarly brought drastic changes to traditional land use in the region. Prior to logging restrictions imposed by the Chinese Government the industry made up 80 percent of the regions revenue. Following a complete ban on commercial logging the indigenous people of the Yunnan region now see little opportunity for economic development. Ecotourism may provide solutions to the economic hardships suffered from the loss of industry to conservation in the Yunnan in the same way that it may serve to remedy the difficulties faced by the Maasai. As stated, the ecotourism structure must be improved to direct more money into host communities by reducing leakages for the industry to be successful in alleviating poverty in developing regions, but it provides a promising opportunity.

Drumm and Moore (2002) discuss the price increase and economic leakage in their paper; saying that prices might augment since the visitors are more capable to pay higher rates for goods and services in opposition to the locals. Also, they have mentioned two solutions regarding the previous issue: (1) either a two pricing system represented as two separate price lists (the first for the locals and the second for the tourists with respect to the local's purchase power ability); (2) design unique goods and services subject only or the tourists’ consumption. Leakage appears when international investors import foreign products instead of using local resources; thus, the tourists will be using international products and in-turn contributing to the outside economy rather than the local one (Drumm & Moore, 2002).

Direct environmental impacts

Ecotourism operations occasionally fail to live up to conservation ideals. It is sometimes overlooked that ecotourism is a highly consumer-centered activity, and that environmental conservation is a means to further economic growth.

Although ecotourism is intended for small groups, even a modest increase in population, however temporary, puts extra pressure on the local environment and necessitates the development of additional infrastructure and amenities. The construction of water treatment plants, sanitation facilities, and lodges come with the exploitation of non-renewable energy sources and the utilization of already limited local resources. The conversion of natural land to such tourist infrastructure is implicated in deforestation and habitat deterioration of butterflies in Mexico and squirrel monkeys in Costa Rica. In other cases, the environment suffers because local communities are unable to meet the infrastructure demands of ecotourism. The lack of adequate sanitation facilities in many East African parks results in the disposal of campsite sewage in rivers, contaminating the wildlife, livestock, and people who draw drinking water from it.

Aside from environmental degradation with tourist infrastructure, population pressures from ecotourism also leaves behind garbage and pollution associated with the Western lifestyle. An example of this is seen with ecotourism in Antarctica. Since it is such a remote location, it takes a lot of fuel to get there; resulting in ships producing large pollution through waste disposal and green house gas emissions. Additionally, there is a potential for oil spills from damaged ships traversing through aggressive waters filled with natural obstacles such as icebergs. Although ecotourists claim to be educationally sophisticated and environmentally concerned, they rarely understand the ecological consequences of their visits and how their day-to-day activities append physical impacts on the environment. As one scientist observes, they "rarely acknowledge how the meals they eat, the toilets they flush, the water they drink, and so on, are all part of broader regional economic and ecological systems they are helping to reconfigure with their very activities." Nor do ecotourists recognize the great consumption of non-renewable energy required to arrive at their destination, which is typically more remote than conventional tourism destinations. For instance, an exotic journey to a place 10,000 kilometers away consumes about 700 liters of fuel per person.

Ecotourism activities are, in and of themselves, issues in environmental impact because they may disturb fauna and flora. Ecotourists believe that because they are only taking pictures and leaving footprints, they keep ecotourism sites pristine, but even harmless-sounding activities such as nature hikes can be ecologically destructive. In the Annapurna Circuit in Nepal, ecotourists have worn down the marked trails and created alternate routes, contributing to soil impaction, erosion, and plant damage. Where the ecotourism activity involves wildlife viewing, it can scare away animals, disrupt their feeding and nesting sites, or acclimate them to the presence of people. In Kenya, wildlife-observer disruption drives cheetahs off their reserves, increasing the risk of inbreeding and further endangering the species. In a study done from 1995 to 1997 off the Northwestern coast of Australia, scientists found that whale sharks' tolerance for divers and swimmers decreased. The whale sharks showed an increase in behaviors over the course of the study, such as diving, porpoising, banking, and eye rolling that are associated with distress and attempt to avoid the diver. The average time the whale sharks spent with the divers in 1995 was 19.3 minutes, but in 1997 the average time the whale sharks spent with the divers was 9.5 minutes. There was also an increase in recorded behaviors from 56% of the sharks showing any sort of diving, porpoising, eye rolling or banking in 1995 to 70.7% in 1997. Some whale sharks were also observed to have scars that were consistent with being struck by a boat.

Environmental hazards

The industrialization, urbanization and agricultural practices of human society are having a serious impact on the environment. Ecotourism is now also considered to be playing a role in environmental depletion including deforestation, disruption of ecological life systems and various forms of pollution, all of which contribute to environmental degradation. For example, the number of motor vehicles crossing a park increases as tour drivers search for rare species. The number of roads disrupts the grass cover, which has serious consequences on plant and animal species. These areas also have a higher rate of disturbances and invasive species due to increasing traffic off of the beaten path into new, undiscovered areas. Ecotourism also has an effect on species through the value placed on them. "Certain species have gone from being little known or valued by local people to being highly valued commodities. The commodification of plants may erase their social value and lead to overproduction within protected areas. Local people and their images can also be turned into commodities". Kamuaro points out the relatively obvious contradiction that any commercial venture into unspoiled, pristine land inevitably means a higher pressure on the environment. The people who live in the areas now becoming ecotourism spots have very different lifestyles than those who come to visit. Ecotourism has created many debates based on if the economic benefits are worth the possible environmental sacrifices.

Who benefits?

Most forms of ecotourism are owned by foreign investors and corporations that provide few benefits to the local people. An overwhelming majority of profits are put into the pockets of investors instead of reinvestment into the local economy or environmental protection leading to further environmental degradation. The limited numbers of local people who are employed in the economy enter at its lowest level and are unable to live in tourist areas because of meager wages and a two-market system.

In some cases, the resentment by local people results in environmental degradation. As a highly publicized case, the Maasai nomads in Kenya killed wildlife in national parks but are now helping the national park to save the wildlife to show aversion to unfair compensation terms and displacement from traditional lands. The lack of economic opportunities for local people also constrains them to degrade the environment as a means of sustenance. The presence of affluent ecotourists encourage the development of destructive markets in wildlife souvenirs, such as the sale of coral trinkets on tropical islands and animal products in Asia, contributing to illegal harvesting and poaching from the environment. In Suriname, sea turtle reserves use a very large portion of their budget to guard against these destructive activities.

Eviction of indigenous people

Main article: Fortress conservation

Fortress conservation is a conservation model based on the belief that biodiversity protection is best achieved by creating protected areas where ecosystems can function in isolation from human disturbance. It is argued that money generated from ecotourism is the motivating factor to drive indigenous inhabitants off the land. Up to 250,000 people worldwide have been forcibly evicted from their homes to make way for conservation projects since 1990, according to the UN special rapporteur on the rights of indigenous peoples.

Mismanagement by government

While governments are typically entrusted with the administration and enforcement of environmental protection, they often lack the commitment or capability to manage ecotourism sites. The regulations for environmental protection may be vaguely defined, costly to implement, hard to enforce, and uncertain in effectiveness. Government regulatory agencies, are susceptible to making decisions that spend on politically beneficial but environmentally unproductive projects. Because of prestige and conspicuousness, the construction of an attractive visitor's center at an ecotourism site may take precedence over more pressing environmental concerns like acquiring habitat, protecting endemic species, and removing invasive ones. Finally, influential groups can pressure, and sway the interests of the government to their favor. The government and its regulators can become vested in the benefits of the ecotourism industry which they are supposed to regulate, causing restrictive environmental regulations and enforcement to become more lenient.

Management of ecotourism sites by private ecotourism companies offers an alternative to the cost of regulation and deficiency of government agencies. It is believed that these companies have a self-interest in limited environmental degradation because tourists will pay more for pristine environments, which translates to higher profit. However, theory indicates that this practice is not economically feasible and will fail to manage the environment.

The model of monopolistic competition states that distinctiveness will entail profits, but profits will promote imitation. A company that protects its ecotourism sites is able to charge a premium for the novel experience and pristine environment. But when other companies view the success of this approach, they also enter the market with similar practices, increasing competition and reducing demand. Eventually, the demand will be reduced until the economic profit is zero. A cost-benefit analysis shows that the company bears the cost of environmental protection without receiving the gains. Without economic incentive, the whole premise of self-interest through environmental protection is quashed; instead, ecotourism companies will minimize environment related expenses and maximize tourism demand.

The tragedy of the commons offers another model for economic unsustainability from environmental protection, in ecotourism sites utilized by many companies. Although there is a communal incentive to protect the environment, maximizing the benefits in the long run, a company will conclude that it is in their best interest to utilize the ecotourism site beyond its sustainable level. By increasing the number of ecotourists, for instance, a company gains all the economic benefit while paying only a part of the environmental cost. In the same way, a company recognizes that there is no incentive to actively protect the environment; they bear all the costs, while the benefits are shared by all other companies. The result, again, is mismanagement.

Taken together, the mobility of foreign investment and lack of economic incentive for environmental protection means that ecotourism companies are disposed to establishing themselves in new sites once their existing one is sufficiently degraded.

In addition, the systematic literature review conducted by Cabral and Dhar (2019) have identified several challenges due to slow progression of ecotourism initiatives such as (a) economic leakages, (b) lack of government involvement, (c) skill deficiency among the local communities, (d) absence of disseminating environmental education, (e) sporadic increase in pollution, (f) conflict between tourism management personnel and local communities and (g) inadequate infrastructure development.

Case studies

The purpose of ecotourism is to engage tourists in low impact, non-consumptive and locally oriented environments in order to maintain species and habitats — especially in underdeveloped regions. While some ecotourism projects, including some found in the United States, can support such claims, many projects have failed to address some of the fundamental issues that nations face in the first place. Consequently, ecotourism may not generate the very benefits it is intended to provide to these regions and their people, and in some cases leaving economies in a state worse than before.

The following case studies illustrate the rising complexity of ecotourism and its impacts, both positive and negative, on the environment and economies of various regions in the world.

• Ecotourism in Costa Rica
• Ecotourism in Jordan
• Ecotourism in South Africa
• Ecotourism in the United States