What Are 10 Reasons Why You Need ISO 9001 Certification?
When we talk about helping companies obtaining ISO 9001:2015 certification, people often ask us, “Why does our company need to be ISO 9001 certified?” Good question. ISO 9001 is the quality management system (QMS) standard and it produces numerous benefits for any company willing to go that route. So, what are 10 reasons why you need ISO 9001 certification?
ISO 9001 Certification
Becoming ISO 9001 certified means to pass a physical ISO 9001 certification audit by a registrar (a certifying agency). Listed below are 10 reasons why you need ISO 9001 certification.
1. Meet Customer Requirements
Many companies want ISO 9001 certification just to satisfy one customer requirement. The customer states that it will only do business with vendors that are certified as ISO 9001 compliant, so to get (or keep) the business they need that certification.
Short-Term Payoff of Quality
The problem with these companies is that they’re looking for a short-term payoff. They see nothing but that one benefit — we need money — and ignore the long-term benefits, like “if we keep the customer satisfied, they will want to come back again and again”.
Embrace the Concept of Quality
They don’t embrace the concept of quality through continual improvement. They don’t understand that continued customer satisfaction is the ultimate goal of a QMS.
In other words, these companies haven’t “bought into the program”. See, you may obtain a piece of paper (ISO certificate) that claims ISO 9001 certification without seeing much actual quality or improvement.
Focusing only on one benefit — your immediate gain — without putting the customer in front will end up costing you much more in the long run. Hopefully, some of the quality management system ideas may rub off and eventually stick…but wouldn’t you rather have a plan than trust to luck?
2. Get More Revenue and Business from New Customers
Once you earn your ISO 9001 certification, you can advertise your quality certification and respond to requests for quotes (RFQ) from companies that make ISO 9001 certification a “must-have”. ISO 9001 certification can open up new markets you were virtually unable to do business with before your certification.
3. Improve Company and Product Quality
A quality management system standard is all about quality (really!) so, of course, one result of adopting a QMS should be an improved level of quality for the entire organization — every process, and every product. There are many definitions of “quality”, but Philip Crosby and Joseph Juran provide two of the best.
Crosby defined it as “conformance to requirements”; Juran called it “fitness for use”. A well-designed, effectively implemented ISO 9001 Quality Management System will put your company on the Road to Quality.
4. Increase Customer Satisfaction with your Products
Quality means whatever you produce will work as your customers expect. You will meet not only their stated requirements — you will meet more of their implied requirements, too.
Quality also means far fewer complaints and doing a better job of resolving those you do. If your quality management system is working correctly, you should know what your customers expect and you should be providing it, resulting in increased customer satisfaction.
5. Describe, Understand, and Communicate Your Company Processes
The ISO 9001 QMS standard requires that you identify and describe your processes using business metrics, the purpose of which is to better manage and control your business processes. Quality objectives form the center of your system.
Metrics are used to understand and communicate your system’s performance relative to your quality objectives. If you make an honest attempt to conform to the requirements of getting ISO 9001 certification, you’ll learn more about your business.
6. Develop a Professional Culture with Better Employee Morale
Implementing an ISO 9001 Quality Management System can empower employees. Your QMS will provide them with clear expectations (quality objectives and job descriptions), the tools to do their job (procedures and work instructions), and prompt, actionable feedback on their performance (process metrics).
The result? An improved company culture and a more professional staff!
7. Improve Operational Consistency
What is consistent quality? Well, one way to think of it is “decreased variation”. Reducing the variation in your processes is the definition of consistency.
Is your customer better served by you supplying them with a consistent product — same dimensions, same weight, same tolerances, same output every time — or by your products being unpredictable and “all over the place”? (I hope you’re not thinking too hard on this.) Of course, they won’t accept variation, and neither should you!
And how do you decrease variation? Increase control of your processes! Control comes from having a clear target to shoot for (objective), collecting data on the process (metrics), and understanding how to adjust the process (procedures and work instructions) to maintain the target output. If your ISO 9001 QMS is working, you should be increasing operational… and product consistency.
8. Focuses Management and Employees
We’ve discussed quality objectives, metrics, and procedures used within an ISO 9001 Quality Management System. Having the right objectives, metrics, and procedures, management and employees should be able to focus better on what’s important.
Yet, this isn’t always the case — it’s easy to lose focus over a period of time.
The ISO 9001 QMS has a way to ensure the company stays focused, and that’s quality auditing. Internal audits, registration (and surveillance) audits, and self-process audits.
ISO 9001 certification requires that the company periodically audit its quality processes. Regular process audits and as-needed audits, when done correctly, provide the objective feedback needed to correct any deviations from the quality path and keep the company focused on its goals.
9. Improve Efficiency, Reduce Waste, and Save Money
An ISO 9001 Quality Management System isn’t perfect; no process and no one is perfect. Why else would the standard devote a clause to “continual improvement”?
A well-run QMS does enable your company to approach perfection. As your processes improve, become more consistent, and you achieve your target objectives with greater regularity, you will see tangible results. Your process waste will decrease, for one.
Waste is money lost forever. Waste results from poor quality and inefficiency. Inefficiency results from variation and inconsistent processes. Reduce variation, improve consistency, and you’ll have less waste…and more money. It’s that simple!
10. Achieve International Quality Recognition
ISO 9001 is a worldwide standard administered by the International Organization for Standardization (ISO), based in Switzerland. ISO 9001 is currently in use by over one million organizations around the world! It is truly a world wide standard for quality! Obtaining ISO 9001 certification puts your company in a very select group.
What Can You Do With ISO Certification?
You can use the fact that your company is ISO 9001 registered in your marketing. Your management system and its processes have been certified to ISO 9001.
You do want to talk about your successful registration to ISO 9001 just as long as you do not suggest that your products are certified or that you are certified by ISO, which is what ISO certified implies. But there are a few things you can/t do.
What can’t you do?
- You can’t use or modify ISO’s logo…it is ISO’s brand and intellectual property.
- You can’t say ISO 9001 or ISO certified…You must spell it out. We are ISO 9001:2013 certified; we are not certified by ISO or by ISO 9001.
- ISO 9001:2015 cannot be listed on your products or used in literature to imply product certification…It’s not a product certification it’s a company certification.
- You must be careful with your scope description so it properly depicts your certified activities and geographic locations. For Bizmanualz it includes our manual products, training and consulting services from our St. Louis location.
10 Reasons Why You Need ISO 9001 Certification
In this post we have learned ISO 9001 is the quality management system (QMS) standard that provides several benefits to any firm that chooses to use it. Everything from increased customer satisfaction with more revenues from returning customers, to improved quality, efficiency, and employee morale.
To learn more about improving your processes, attend the latest Internal Auditor Class coming to our St. Louis, Missouri, lean ISO consulting offices. Download Free ISO 9001 2015 procedures to see how easy it is to use MW Word Templates to build your ISO Quality Management System.
I came across this insightful article on the Bizmanualz website, discussing the ten compelling reasons why ISO 9001 certification is crucial for businesses. As a widely recognized international standard for quality management systems, ISO 9001 offers numerous benefits, and this article does an excellent job of highlighting them.
The article begins by emphasizing the significance of customer satisfaction. ISO 9001 helps organizations establish processes that focus on meeting customer requirements and enhancing their satisfaction, leading to increased loyalty and repeat business.
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Other than auditing and issuing the ISO 9001 certification, we also perform as a consultant to help our clients to design a well-developed management system.
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Business understand after some struggle that there is but one approach used by business to manage that business, meaning there is not a separate system for quality, environmental, safety, security, financial etc.. Understanding this means that ISO’s approach to business management is extremely flawed as it attempts to maintain each major operation as if its a separate management entity. This approach by ISO is conducive to its sales of ISO standards (ISO is a publishing company) but not conducive to effective business management
ISO attempts to address holistic quality in its process approach to management, but some people still perceive of the ISO 9001 quality standard as a siloed conformance based product. Unfortunately, ISO 9001 is not prescriptive and can be implemented in many different ways, including the wrong ways.
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ISO 9001 was simply a global agreement of a very basic frame work for supplier management.
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You all would probably be thinking about, why ISO 9001 certification is important? ISO 9001 is the quality management system (QMS) standard and it produces numerous benefits for any company willing to go that route.
It can be a costly and demanding process, but for the reasons you mention in your article – the benefits far outweigh the costs. Keep up the interesting articles going.
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ISO 22000 certification is applicable to food manufacturers, caterers and hotel industry. As ISO 22000 consultant we help our clients in changing the company’s approach from retroactive quality testing to a preventive way of thinking to get the best out of FSMS Food Safety Management System.
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With a full commitment from top management ISO 9001 can improve company performance as well as lower some of the liabilities.
BENEFITS OF GETTING ISO 9001 CERTIFIED
improved efficiency and effectiveness,
improved product quality and customer satisfaction,
improved supplier performance,
increased revenue, and,
improved employee commitment
Is there any requirement for ISO certification for an audit firm in Pakistan if yes please mention the category and process to be followed.
A certification bodies exists to register or certify companies to ISO standards. Each certification body needs to be in conformance with the local accreditation body requirements. The local accreditation body is the one responsible for auditing registrars or certification bodies. In Pakistan, I believe this is http://pnac.org.pk/ so check with them for more information.
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Well described, I would add “It strengthens clients’ trust in the brand”
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ISO 9001 has been touted globally as the solution to company achievement of Customer Satisfaction. In fact. after 30 years working with ISO 9001 all the way back to its initial format 1994 version. I have found it to be non-effective at achieving that claim. This is because many do not understand the initial focus of ISO 9001. It was never intended to be a manufacturing standard to achieve customer satisfaction. ISO 9001 was simply a global agreement of a very basic frame work for supplier management.
Early issues with manufacturing suppliers were centered around expectations from their customers which conflicted, aka the Ford requirements conflicted with the GM requirements which conflicted with the VW requirements … etc. Therefore a standard guideline was needed which all could agree upon and ISO 9001 was bone out of military supplier requirements.
That said the later version attempted to resolve problems wit the military requirements, but no version ( including the most recent ever brought a company in to conformance with the expectations of its customers and this latest version “2015” bundles customers in with government officials on an equal plane, making maters much worse.
Any management system worth its salt, understands that without Customers, business does not exist, Further that the financial equation is the basis for effective business operation (assets = Liabilities + Owners Equity). Further Deming carved the entire system of manufacturing control down to one focal point “Reduce Variation” Interestingly enough, the latest revision of ISO 9001 does not address any of these basic concepts, but instead attempts to plant itself as the global government source for quality or environmental or safety… etc.
Business understand after some struggle that there is but one approach used by business to manage that business, meaning there is not a separate system for quality, environmental, safety, security, financial etc.. Understanding this means that ISO’s approach to business management is extremely flawed as it attempts to maintain each major operation as if its a separate management entity. This approach by ISO is conducive to its sales of ISO standards (ISO is a publishing company) but not conducive to effective business management.
Businesses considering the ISO approach to business management would be better off spending their time focusing on other more effective approaches which consider Management from the customer perspective and include an umbrella of all functions into the system of business management to achieve Customer satisfaction, maintain profitability for its investors/owners, while meeting the statutory and regulatory requirements. This is no doubt a balancing act, with the focus upon the reduction of variation being the most effective method of achievement.
TJ you have taken considerate time and energy in writing the long essay on ISO and its ineffectiveness. But I wonder if it’s not worth it then why did you spend 30 years on this and why are you still bothered about its progress?
very well explainable about this iso.
ISO 9001 in any of its variants, such as ISO 14001 and 45001 will not improve your business. With over 30 years of experience in this field, I can honestly state the assumption that ISO management systems standards improve business is a hoax plan and simple.
So what is the answer? Business must understand their model and the process of that business model (aka their own Business Management System), its doubtful most businesses have more than two high level functions associated with their business. Knowing the businesses Strategic. Tactical and Operational planning and execution in the form of high level process flows. Afterword applying Deming’s PDSA within each of those processes as well as to the overall Management System, will produce more lasting effects than attempting to implement or maintain and ISO based management system
No one knows a business better than itself. That fact should be exploited when constructing a management system.
The second point is independent internal assessment of both the business management system and its controls. This should be undertaken by both internal and external auditors independent of the business process being audited. Allow auditors to focus upon audits and report to management as a function of continual improvement. External auditors should be used to validate the independence and effectiveness of the internal auditor pool, management review and related continual improvement activities.
If ISO does not seem to be floating your boat, kick it to the curb and replace it with one’s own system of management.
The Business will not be engulfed in week long audits by third parties which result in no findings, even though the entire of the business knows that result to be false. The business can redirect funds currently being used to support third party auditors into their system of management system of PDSA. If examples of implementation are needed to for business to focus upon before shifting away from ISO MSS, review successful programs such as the Toyota Manufacturing System before making the plunge. The more time spent understanding one’s own business and its related issues and controls the better off that business will eventually be.
Just remember one is building a management system for which will allow the business to understand its processes and verify they meet the expectations of Customers and Interested Parties, with the ability to undergo honest assessment as to the effectiveness of the related controls at actually meeting expectations.
Sometimes the simplest solution is not the most complex or technically advanced. For instance, consider the use of a pencil in contrast to a pen or the use of block lettering in contrast to cursive or the use of a flip chart and marker to track daily activities in contrast to a computer.
Large businesses should never underestimate the value and wisdom of their employees at running day to day operations … Remember Captains over 10s & 50s and 100s who report to Captains over 1000s all of whom are responsible for meeting the expectation of the customer and interested parties continually
Great. The ultimate aim of ISO 9001 certification is meeting customer expectations and delivering customer satisfaction and thus increases the profit margin.
Great article! I think every organisation whether it is a small or big should get ISO certification not only for the company’s and employee’s benefits but also for the safety of consumers also.
[…] ; […]
[…] Why would any company comply with a standard apart from being forced by customers? One important reason is that quality is at the core of every organization. When an organization doesn’t deliver a high quality service or product, it won’t be in business very long. The ISO 9001 standard provides companies with guidance to keep quality consistent. […]
I have been involved with ISO 9001 Management System Standard (MSS) for nearly 30 years and with several implementations. I can say with complete honesty, that I cannot recall any one implementation which in the end benefited the company. All implementations I have witnessed usually cause more problems than they do provide benefits. The gurus of ISO will never state that fact, however people involved with the truth of the situation will honestly make that statement.
The reason for this anomaly with ISO is that the responsibility for its implementation and maintenance is usually given to middle management, and specifically those with the direct responsibility for Quality-9001 and or Environmental-14001 and or Health and Safety-45001. These middle managers must become the champion for the respective management system, and since that middle manager is usually not sales or marketing or production or finance, the system is at best weak and at worst completely burdensome. That middle manager will find themselves laden with exception from the executive staff but with little to no additional authority to make the implementation effective. ISO has exacerbated this effect by removing the requirement for a management representative in the 2015 iteration.
The worst implementations of ISO are usually those which are forced upon suppliers by their parent company. These implementations are generally the most lackluster and burdensome of the lot. Companies being forced will usually default to the bare minimum of conformance. simply to maintain the business with their client.
Most of the responsibility for my written observation lays upon ISO itself, its structured committees and its assembly of what it calls one size fits all, Management System Standards (MSS). No company operates with its various departments inside a vacuum, therefore writing standards as though they do is inept. ISO is a publishing company who sells publications. The ISO Management System Standards are written by Technical Committees, who are subject specific (quality or environmental or health & safety)
The issue between middle management and executives occurs because both do not speak the same language and ISO, since its written by subject matter experts, is aloof to the language of the executive. ISO will ramble on concerning non-conformance to requirements while the executives think and live in financial language. The 2015 version of the ISO MSS’s widens the this communication gap as it turns further toward risk and dialectical social justice focus and further away from the language of business. It places the customer on equal plane with the radical subversive, in a mixed bag of noise which it coins “interested parties”.
If companies want to truly change and improve their ability to meet customer requirements while reducing costs, they need to consider alternatives to ISO”s system of Management Standards. Further if executive management is not on board to support the implementation of any management system, then it basically pointless to even start the exercise in the first place. If however one is burdened with being forced to adopt ISO by its client then I would suggest a bare minimum implementation and maintenance program using one of the several prepackaged systems as that advertised on this web site.
For those who are not required to be registered or compliant to one or all of ISO”s MSS”s. I would suggest never going down that roadway. The company would be better off simply implementing a solid PDCA system which is supported at the executive level.
There will be loads of gurus and experts who will lash out at what I have stated, however none will every provide objective evidence that my statements concerning ISO are false. As of the writing of this response, about 10% of currently registered companies have transitioned to the 2015 revision, maybe companies as actually becoming wise to the Great ISO scam.
TJ you come across as a smart and well informed individual. I’ve looked over your posts and what you say makes sense. Whats your opinion for a small company becoming iso 9001 certified in order to improve business practice and awareness? As opposed to a larger organization. A small company without middle managers where all employees & MD work closely with the customer?
[…] Medical equipment products must be precision-made and must conform to the highest level of quality. In order to ensure stakeholder interests and product safety, it is important for medical equipment companies to select fabrication shops that have ISO 9001 quality management certification. […]
[…] See the original article here: Bizmanuals […]
What a load of hogwash …. ISO 9001 or any of the other MSS have little to do with improvement of a business. How can I make this statement? Simple I have been involved with this minutia for over 3 decades now, working in and with businesses who are registered to one or more schemes of ISO. I can find no real lasting benefit from any registration to ISO’s Management System Standards.
ISO 9001 is not a business focused approach to Managing ones business. ISO is basically a control system which focuses on processes and control of those processes completely devoid of any financial understanding or responsibility. ISO 9001 started out life as a system to assure supplier conformance. I focuses specifically on key items which assure conformance to customer requirements, such as meeting dimensional requirements for components etc. but has no focus on the financial equation having any relationship to meeting those customer requirements.
This latest iteration of ISO 9001, called version 2015, adds social responsibility to the mix of necessary controls. it uses the term Interested parties (which quite literally includes every potential person on the planet), while placing the investors and customers in a mixed bag of whiners, complainers, antithetical subverts, and thieves, all of them possessing equal attention by management.
The only business benefit I can observed being gained from this latest iteration of ISO 9001 is the benefit it will provide dubious litigators of every imagination who will use the Interested Party clause to file any imaginable frivolous suit. Companies who register to this latest iteration of ISO 9001 need their legal team to read the standard prior to them making any consideration for registration. ISO9001:2015 is a litigators dream come true and will no doubt line the pockets of attorneys for decades to come
So how does ISO assist companies in managing its business? This latest version of ISO 9001 attempts successful business management by relying on three key concepts
1- A revised version of the Deming wheel known as PDCA (Deming actually used PDSA)
2- Process management (understanding and managing business processes) … in a trivial way
3- Risk based thinking …. Not actual Risk Assessment and analysis but sprinkled bits and pieces.
All of this if well followed is supposed to guarantee the interested parties (almost everyone on the planet) they will be well pleased with the results … Then there is that old adage “you can please some of the people some of the time but not all of the people all of the time”. ISO 9001:2015 attempts to achieve the latter, which is why its destined for failure in the first place.
Business is simple, everything in business is a transaction and is directly related to the financial equation. Maintain that focal point, permeating it through the business, and the business will never have use for ISO 9001 or 14001 or 45001 or 31001 etc. The problem with most businesses is that operational management and the employees don’t understand the financial equation and Upper management never seem to see their need for them understanding it.
Therefore a language barrier exists between upper management who reads the P&L monthly and the employee who is focused on doing a good job by meeting some vague requirement of product perfection, bound up in the company policy of exceeding customer expectation. The P&L is showing failure while the employee is blamed for attempting to do a job commensurate with the management stated requirements
Implementing ISO 9001:2015 in a business environment where understanding the financial equation is disconnected from the shop floor employee, will only exacerbate the problems already occurring with the financial success of the business. The potential for financial loss associated with this latest version of ISO 9001 is vast, and needs proper attention by upper management and legal representation, before any business dives headlong into its implementation.
I am so sorry that you have been involved with poor ISO implementations for 3 decades. It has left you unable to see any lasting benefit. I would agree that many ISO systems are implemented poorly and therefore get little benefit, but to say that ISO 9001 has little to do with improvement, is not a business focused approach to managing, or is devoid of any financial understanding is just completely false or in your words – hogwash. The whole idea of PDCA/PDSA is to identify recurring defects and eliminate them. You simply cannot remain in business with a high defect rate, it cost too much. Customers will shop elsewhere to find fewer defects. If your business is not reaping the rewards of lower costs from an ISO 9001 system, then you have a poor implementation and that is not ISO’s fault. If management doesn’t think that the workers need to understand the financial equations, then that is proof of a poor implementation. You choose your objectives, metrics, and defects to work on. The tools are there, it’s up to you to use them correctly.
ISO Management System Standards were initially created from the military requirements for suppliers. It was always intended to describe the minimum requirements for supplier process control. From that point ISO technical committees attempted to fan out in to the realm of business management, something they did very poorly. ISO and its approach to Management Systems is completely disconnected from actual business functionality (especially this recent 2015 version).
ISO now places the customer (end user of the product or service) on an equal plane with the radical subversive, calling them both “Interested parties”. ISO has perceived itself as the purveyor of global standardization to which all countries must adhere. They have based their ideals of standardization upon the applied dialectics of socialism, which is how they perceive the customer to be equal to the social justice warrior (aka interested parties). The global socialists at the helm. perceive ISO to be the point of global control which government (the state) shall wield over the corporation (means of production in Marx language).
Its systems such as the Toyota Production System and Six Sigma which have moved past the bastion of socialist state dominance and provided for manufacturing the means which allow for objectively measured improvement. Where I do not discount a company defining its system of product or service management (quality management),
I do object completely the notion that the quality management system can be classified as “the business management system”. I object to the identical notion being wrapped around the Environmental and or Health and Safety management systems. Quality Environmental, Health and Safety, financial, Human Resources, these are all sub systems of the overall management system of a business, which should interact together to meet customer expectations.
Everything in business needs to be focused from the perspective of the customer which is who a company is in business to serve. A company is the servant of the customer, nothing more. Losing that focus will drive a company down the pig trails of heartache and financial destruction. A prime example is Kellogg who took to the airwaves recently to pursue the political aspirations of its executive management in complete disregard for its customers, resulting in its stock price falling from the mid eighty dollar rang to the mid seventy dollar range in direct relation to the announcement (an unnecessary 53 million dollar loss Q4 2016), not a healthy subject to present to the board of directors.
The CEO focused upon political subject matter which is something the new revision of ISO suggests, as it places the customer on an equal plane with the political subversive . This type of action can become a career decision for those executives or managers bent upon the dialectics of social justice in exception to the customers point of view. Reaction outside the customer point of view, cause great harm to the companies reputation. Therefore, the dialectical, socialists approach to interested parties as defined in ISO[s 2015 version of MSS’s is one that companies who choose to be registered. take with great discernment and focus.
Customer focus is the first of the ISO Quality Principles so I believe the intent is to focus on the customer. Interested parties relates to indirect customers that the organization must recognize to stay in business. I see this as a Balanced Scorecard approach or looking at the interested parties that are also one’s customer. This means interested parties are your shareholders, employees, 1099 contractors, suppliers, government, and customer segments. A well rounded strategy takes these interested parties into account. I don’t think it’s socialist to consider your shareholders needs for rate of return, your employees needs for compensation or safe work, your suppliers needs minimum order size, or governments need for common sense regulation. If you ignore these interested parties it could lead a backlash i.e. shareholders selling the company, employee labor unrest, supplier disruptions, or more government regulation.
No ISO has no intent on an organization focusing upon its customers, it bundles the customers into the batch they call interested parties. One thing rings true always, no customers = no interested parties, period. That equation will never change.
Therefore there is no balanced scorecard when it comes to the customer. There is the customer and after that entity is satisfied, then all other interested entities can be addressed. Don’t follow that logic and focus upon everything else and your organizations employees will be finding other avenues to which to sell their skill sets.
Yes, reasonable strategic thinking would take into account issues and activities which could affect an organizations ability to conduct business and provide an expected service and or product for its customer(s). However, TC176 has defined interested parties via 9000, section 3.2.3 as quite literally every human on the planet who perceives themselves to be affected by any decision or action of an organization. This definition by ISO, is beyond any reasonable expectation a business would legally hold toward interested parties. Its an attempt to usurp law and provide for the most extreme, a methodology of legal action under the guise of the ISO standard for any reason imaginable by any person or persons in existence. Talk to your attorneys they will indicate this same definition as they did me.
Attorneys who pay attention to this language will have a field day filing law suits for anything which can be perceived by the imagination to affect a person or persons.
That is only the tip of the ice burg with this current revision. There are many pages to be typed concerning the pitfalls of this current revision. It would be my advice to anyone considering registering to any of the 2015 revisions of ISO’s MMS’s, to spend a few days with their legal team sorting through those pitfalls before deciding to achieve registration. I think the new revision of ISO MMS’s refers to this as “Risk based thinking”.
Kindly advise, can ISO 9001 be implemented in a Standards setting body?
There are standard for standards bodies too, but yes the ISO 9001 standard can be implemented in any organization that produces a tangible or intangible good or service.
I learned a lot from this blog post. Thanks for sharing valuable difference between ISO 9001:2015 and ISO 9001:2008. Thanking you ISO 9001 Consultants delhi.
Is there minimum qualification requires or do I need to be an engineer?? Can a history honours student go for this certification as well?
Any company can get certified to ISO 9001.
I am head of a quality department in a large Water service company. My manager has assigned me project manager to ISO:9000:2015. My questions are:
1. what should we apply for first ISO 9000 or ISO 9001?
2. Can we apply ISO 9000 for a small portion of the organization activities e.g. services only?
3. How long it usually takes for a consultant firm to implement such project? Can be done within 6 months?
1. ISO 9001 is what you get audited to, ISO 9000 refers to the family of guides that support the standard.
2. Yes you can set your scope to a department, product, product line, or the whole company.
3. It depends on how many employees are within the scope of the registration. Typically it can be done in 6 months.
Thanks for your questions…
How do we get a Quality Assurance Certificate (as in ISO 9001) for our new Construction Company?
Talk to a local registrar that will perform your registration audit.
Great information! ISO 9001 and other variants of standards were established to help achieve better result and an improved overall environment worldwide, but from my experience I have witnessed these standards not taken seriously in many countries.
Beautiful explanation. Concisely precise!
Great descriptions and true as our company has experienced.
Wonderfull Explanation.. Thank You Very Much….
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