LPG, QMS & EMS News and Resources

ISO 9001 - Certification Not the Goal, but a Culture**************Symbolic image courtesy NightCafeAshok Pradhan (fictitious name), Managing Director of ABC Company (fictitious name), had been feeling quite uneasy for the past few days. Finally, he called a meeting of the company's top officials, plant managers, and unit in-charges, where he began his speech bluntly, stating, "We failed in implementing ISO 9001 — not because the standard was flawed, nor because we failed to read it, but because we implemented it mechanically, as a formality.” The Managing Director's statement was shocking to all participants. A hush fell over the meeting, and everyone began to reflect. Ashok Pradhan had laid bare the harsh reality of the organization before his team without any hesitation. He continued, "We hired a reputable consultant. The procedures were carefully written. The documents were attractive, the language was impressive, and the structure was organized. Our management system looked excellent on paper, and based on that, we achieved ISO 9001 certification. We were delighted that we were an ISO 9001 certified organization. But we forgot a fundamental question: were our organization's established procedures actually being followed? We didn't even try to find out what the real shortcomings were in our system. We prioritized preparing for the audit over self-assessment. Gradually, our energy shifted from "system improvement" to "passing the audit." When top leadership openly acknowledges failure, it is not weakness — it is the beginning of transformation. Ashok Pradhan was holding a mirror up to his organization, and everyone listened quietly. He continued, "As a result, our ISO 9001 management system became a "symbolic display" instead of a vibrant management tool—a decorative compliance for auditors, a showpiece for customers, a window dressing for the certification body. And somehow, through this window dressing, we got certification. But did the certification stabilize and streamline our organization's operations? Did operational problems stop? Were customers satisfied? The truth is that our organization's operations remain in a precarious state. Problems are recurring. Leadership in most units is still embroiled in daily crises. Customers experience inconsistency."What Ashok Pradhan said to his colleagues revealed the pain of "showpiece compliance" versus "actual implementation" of ISO 9001, a reality facing many organizations today. Ashok Pradhan has correctly captured the core problem—the system at ABC Company was created, but not lived up to.If we analyze the reality, we face some fundamental questions. First, is the organization's ISO 9001 management system protecting the organization's business? If the system isn't getting to the root of problems, identifying risks, if corrective actions aren't effective, and if leadership isn't making data-driven decisions, then it isn't protecting the business—it's merely fulfilling a formality. Second, has ISO 9001 become merely a certification tool? When audit preparation becomes the organization's priority, documentation becomes divorced from actual practice, and employees perceive processes as an "extra burden," then the system becomes a "certificate-obtaining tool," not a "management tool." We need to consider what the real expectations are. What, after all, is the purpose of ISO 9001? ISO 9001 is not a documentation system, but a management methodology. This is more a standard of 'how to live' than 'what to write'. How can we improve this situation? Some solutions are available. First, leadership must actively participate. ISO 9001 isn't just the responsibility of the quality department or a single individual. Everyone, including top leadership, must "live" the system. Second, the organization's processes must be followed and their performance must be measured. Written procedures are only meaningful if they are followed, performance is measured, and corrective action is taken upon deviations. Third, the organization must adopt a risk-based approach. Instead of waiting for problems to occur—work to identify and prevent risks early. Fourth, the organization must change the purpose of internal audits. It must understand that the objective of audits should not be "catch" problems but "find opportunities for improvement." Fifth, the PDCA cycle must be brought to life within the organization. Plan–Do–Check–Act should not be merely written on the wall, but should become part of daily operations. In conclusion, we can say that ISO 9001 is never a destination. It is not a destination to achieve certification, but a continuous journey towards operational excellence.Certification is an outcome. An organization's strong management system is the cause. If the organization focuses on the cause, the result will follow. However, if the organization focuses only on the result (certificates), the system will become a mere window dressing. As a final thought, we can say that a quality system is vibrant when leadership is committed, employees are engaged, processes are implemented, and improvement is continuous. Otherwise, ISO 9001 becomes just a certificate hanging on the wall. Obtaining ISO 9001 certification should not be the organization's goal, but rather, improving organizational culture. Designing an ISO 9001 system is easy; embedding it into organizational culture is the real challenge. Quality comes from behavior, not from certification. ISO 9001 is not merely a standard of compliance — it is a standard of effectiveness. It is not enough to demonstrate that a process exists in documentation; it must function in practice and deliver measurable, meaningful results. Certification is evidence — but performance is proof. Regards,Keshav Ram Singhal 

Standard Development Timeline for ISO 9001:2026*********The revision of ISO 9001 is progressing under the responsibility of ISO/TC 176/SC 2. The tentative development timeline is as follows:Timeline* Summer 2023 – Decision to revise the standard taken; ISO/TC 176/SC 2 confirmed the need for revision.* Late 2023 – Early 2024 – Expert meetings held to gather global inputs and stakeholder feedback.* Around April 2024 – Committee Draft 1 (CD1) issued for member body review.* November–December 2024 – Committee Draft 2 (CD2) developed based on received comments.* August/September 2025 – Draft International Standard (DIS) published for public comment and ballot.* Around November 2025 – Comments received; voting period closed.* Mid 2026 – Final Draft International Standard (FDIS) expected.* September 2026 – Target publication of the revised QMS standard.Post-Publication TransitionFollowing publication, certified organizations are expected to have a standard three-year transition period (approximately until September 2029).* During this transition window, certifications to ISO 9001:2015 will remain valid.* After the transition deadline, all audits and certifications must align with the 2026 version of the standard.Important NoteISO development timelines may shift slightly depending on ballot results, resolution of comments, or the need for additional revisions.For the most authoritative and up-to-date information, it is advisable to consult the official committee site of ISO/TC 176/SC 2.Regards,KRS

 History of ISO 9001 StandardThe history of the ISO 9001 standard traces its origins back to the 1950s, when government departments in the United States and the United Kingdom began establishing quality standards for military procurement. These early quality assurance systems laid the foundation for modern quality management standards.In 1979, the British Standards Institution (BSI) published BS 5750, the first formal quality system standard applicable to industry. BS 5750 became highly successful and served as the basis for the development of international quality management standards.Building on this success, the International Organization for Standardization (ISO) published the first ISO 9001, along with ISO 9002 and ISO 9003, in 1987. These standards were revised in 1994 to enhance clarity and consistency.A major revision occurred in 2000 with the publication of ISO 9001:2000 on 15 December 2000. This edition introduced the process approach and emphasized continual improvement and customer satisfaction, marking a significant shift from the earlier element-based structure.The fourth edition, ISO 9001:2008, was published on 15 November 2008. This version provided clarifications and improved compatibility with ISO 14001 but did not introduce major new requirements.The fifth edition, ISO 9001:2015, was published on 15 September 2015. It introduced the High-Level Structure (Annex SL), risk-based thinking, greater leadership involvement, and alignment with modern business practices.At present, the standard is under revision, and the next edition, ISO 9001:2026, is expected to be published in September 2026.Regards,KRS

 The Role of Top Management in Quality *********** Quality isn’t just a matter of documentation—it starts with leadership vision and commitment. Eleven Tasks Top Management should pay special attention to -1. Establish a Clear Quality Policy and ObjectivesThe organization’s direction must be clear. The quality policy should be practical, measurable, and aligned with business goals.2. Leadership by ExampleA quality culture is developed through behavior, not merely by issuing instructions. As W. Edwards Deming stated, “A bad system will beat a good person every time.”Top management must demonstrate genuine and practical commitment to quality. By setting the right example, they build a robust system that motivates every employee to implement it effectively.For instance, in many organizations, top management is not included in internal audits. True leadership means instructing the internal audit team to audit top management as well and identify areas for improvement. When leaders themselves are open to evaluation and correction, it strengthens the entire quality management system.3. Prioritize the Voice of the CustomerCustomer satisfaction, complaint analysis, and feedback should be integrated into strategic decision-making.4. Adopt Risk-Based ThinkingIdentify potential risks and opportunities, and take timely preventive and corrective actions.5. Develop Competent and Trained Human ResourcesEmpower employees through regular training, skill development, and awareness programs.6. Standardization and Continuous Improvement of ProcessesPromote a culture of continual improvement by ensuring effective implementation of the PDCA (Plan–Do–Check–Act) cycle.ISO 9001:2015 standard, published by the International Organization for Standardization, also places strong emphasis on continual improvement.7. Provide Adequate ResourcesEnsure the availability of appropriate and adequate human resources, infrastructure, modern technology, and accurate measuring instruments. Leadership approval and active involvement are especially critical in this area.8. Data-Driven Decision MakingDecisions should be based on facts, analysis, and reliable data—not merely on intuition or assumptions.9. Develop an Effective Internal Communication SystemQuality objectives, procedural changes, achievements, and challenges should be clearly communicated at all levels of the organization.10. Conduct Regular Management ReviewsHold structured management review meetings to comprehensively evaluate quality objectives, key performance indicators (KPIs), audit results, and corrective actions.11. Promote a Quality CultureFoster a culture of learning and improvement rather than blame. Encourage employees to contribute ideas, innovate, and take ownership of their responsibilities.SummaryWhen top management is aware, committed, and proactive, the entire organization becomes quality-conscious. Quality is not the sole responsibility of any single department—it is the direct outcome of leadership commitment. Regards,Keshav Ram Singhal 

 Top Management Mindset and Approach Towards Quality********One day, I got an opportunity to visit two companies and meet their top management teams.When I reached the first company, I was informed that the organization was ISO 9001:2015 certified. In the chamber of a senior executive, I also noticed the ISO certification certificate displayed on the wall. I visited their manufacturing units and observed that supervisors were closely monitoring the operators. Inspectors were checking the finished goods. Whenever any defect was found, the nonconforming product was immediately segregated. The operators were warned, and pressure was applied on them to work more carefully. The production targets were clearly displayed on the walls. Production was taking place, but I felt an atmosphere of silence, tension, and pressure on the shop floor.After that, I visited the second company. The top management informed me that they had not yet obtained any certification for compliance with ISO standards. However, they were planning to implement ISO 9001:2015 and ISO 14001:2015, and for this purpose, they had already sent some employees for training. During my visit to their manufacturing units, I noticed that the processes were clearly defined. Work instructions were displayed on the walls. Problems were openly discussed, and operators were encouraged to provide suggestions on how the processes could be improved further. The focus was on ensuring that processes function properly, and if any issue occurred, it was identified and corrected. When I asked about nonconforming products, I was told that due to continual monitoring and improvement of processes, the number of nonconforming products was very low. And whenever any nonconforming product was produced, the operators and the team discussed the root cause and identified what process improvement was required. The environment in this company appeared calm, positive, and cooperative. I did not feel any stress or fear.In my opinion, the first company appeared more stressful and defensive, whereas the second company seemed stable, improvement-oriented, and confident. I believe the real difference between the two companies lies in the mindset of their top management and their approach towards quality. While the first company appeared to treat certification as a target, the second company was building Continual Improvement as a strong Quality Culture.Experience-based learning - Certification may be important, but building a quality culture and focusing on continual improvement is far more important.Regards,Keshav Ram Singhal