LPG, QMS & EMS News and Resources

Understanding Continual, Constant, and Continuous Improvement     While leading a training session on ‘ISO 9001 QMS Awareness,’ I was explaining the standard’s requirements for continual improvement when a participant raised a question: “What’s the deal with ‘continual improvement’ in ISO 9001? How does it differ from ‘continuous’ or ‘constant’ improvement?” It’s a great question—and one that comes up often. These terms are frequently used interchangeably, but they carry distinct meanings that can shape how we approach progress in quality management and beyond. Let’s break it down with clarity and a fresh perspective for 2025.   What Do These Terms Really Mean?   Though ‘continual,’ ‘constant,’ and ‘continuous’ improvement all suggest progress over time, they differ in how that progress unfolds:   Continual Improvement - Think of this as climbing a staircase. It’s progress made through a series of steps—each one building on the last—with pauses to assess and adjust. In practice, it’s the heartbeat of quality management systems like ISO 9001, where regular audits or reviews spark incremental gains.    Example - A company revises its processes quarterly based on performance data.   Constant Improvement - Picture a conveyor belt humming along at a fixed speed. This is steady, unchanging progress without breaks—reliable but rare in dynamic environments where adaptability matters.    Example - A machine consistently churning out parts at the same quality level.   Continuous Improvement - Imagine water flowing downhill without stopping. This is seamless, uninterrupted enhancement—an ideal often chased in lean methodologies or tech-driven fields.    Example - Real-time software updates rolled out to users without downtime.   Why ISO 9001 QMS Standard Picks ‘Continual’   The ISO 9001 standard—updated to its 2015 version as of 2025—sticks with ‘continual improvement’ for a reason. Clause 10.3 calls for organizations to identify opportunities and act on them over time, reflecting the reality of quality management: progress isn’t a constant stream but a cycle of planning, doing, checking, and acting (PDCA). W. Edwards Deming, a pioneer in quality, favored ‘continual’ to capture this broader, step-wise approach, while ‘continuous’ often implies a narrower, unbroken flow within a specific process.   Summing It Up: A Quick Comparison   Here’s a snapshot of the differences:   | Term                 | Definition                            | Key Trait                     | Example                  | |-----------------------|--------------------------------------|-----------------------|------------------------------| | Continual Improvement | Step-by-step progress with pauses   | Reflective breaks     | Regular process audits       | | Constant Improvement  | Steady progress at a fixed pace      | Unchanging rhythm     | Consistent machine output    | | Continuous Improvement| Uninterrupted, flowing enhancements | Seamless flow         | Real-time software updates   |   Applying These Concepts Now   These distinctions aren’t just academic—they play out in real-world scenarios:   Continual Improvement - Dominant in management systems like ISO 9001 or ISO 14001, where organizations review metrics at set intervals (e.g., monthly or annually) and tweak processes accordingly.   Constant Improvement - Fits controlled settings, like a production line with fixed output goals, though it struggles to adapt to sudden shifts.   Continuous Improvement - Shines in tech, where DevOps teams push live updates to enhance systems without interrupting service.   So, Does the Debate Matter?   In training rooms and boardrooms, you’ll hear ‘continual’ and ‘continuous’ used as if they’re twins. Some argue ‘continual’ encompasses ‘continuous,’ while others see them as equals. For many quality consultants, the distinction’s a non-issue. I’d argue it’s nice to know the etymology—‘continual’ for recurring with breaks, ‘continuous’ for unbroken flow—but it’s not the hill to die on. What matters most? Results. The real win is fostering an improvement culture—however you label it—and delivering value to the organization.   Wrapping Up   Whether it’s the deliberate steps of continual improvement, the steady hum of constant progress, or the relentless flow of continuous enhancement, the goal is the same: get better. For quality professionals implementing ISO 9001 QMS or any management system, focus less on debating terms and more on promoting a mindset of progress. Support it, apply it, and move forward—because in the end, it’s the outcomes that count.   Best wishes, Keshav Ram Singhal  

Upcoming Revision of the ISO 9001 QMS Standard *********  The upcoming revision of the ISO 9001 QMS standard is expected to emphasize digital transformation. It aims to integrate technology and data analysis into quality management systems while strengthening sustainability, risk-based thinking, stakeholder engagement, and supply chain management.   Key anticipated changes in ISO 9001 QMS may include the following:   (1) Digitalization and Industry 4.0: Increased focus on leveraging digital tools, automation, data analysis, and information security to enhance quality management.   (2) Sustainability and Environmental Responsibility: Integrating environmental considerations into quality management processes, including practices to reduce carbon footprint and promote sustainable business operations.   (3) Enhanced Risk Management: Further development of risk-based thinking, proactively identifying and addressing potential issues across the organization.   (4) Stronger Stakeholder Focus: Greater emphasis on understanding and addressing customer needs, employee engagement, and broader stakeholder expectations.   (5) Supply Chain Management: More rigorous evaluation of suppliers and managing supply chain risks to ensure resilience.   (6) Ethics and Integrity: Integrating ethical considerations and leadership practices within quality management systems.   Key Focus Areas: In addition to the anticipated changes as mentioned above, the revision may also address:   Quality Culture: Fostering a culture that supports quality objectives and continuous improvement.   Customer Experience: Expanding the focus from customer satisfaction to the broader customer experience.   Additional key points to note:   Timeline: The revised ISO 9001 standard is scheduled for publication in September 2026.   Alignment with Other Standards: The revision aims to harmonize ISO 9001 more closely with other management system standards, such as ISO 14001 (Environmental Management), to facilitate integrated management systems.   Impact on organizations: Certified organizations will need to update their quality management systems to comply with the revised standard. Based on past practice, organizations currently certified under ISO 9001:2015 will likely have a three-year transition period from the publication date to implement the new requirements.   The above information aligns with current expectations for the ISO 9001:2026 revision. The revision process commenced in late 2023. The ISO/TC 176 Working Group 29 (WG 29) initiated the update to review existing requirements, consider emerging trends such as new technologies, and align ISO 9001 with updates to ISO 9000, which covers fundamentals and vocabulary.   A Working Draft (WD) was circulated in December 2023 to over 80 experts from 46 countries for review. Subsequent meetings, including one in February 2024, have been held to evaluate inputs and progress the draft. The development process includes multiple stages, with the current focus on finalizing the content of the Second Committee Draft (CD2).   As of February 2025, the revision remains in the Committee Draft (CD) stage. The project timeline has been extended to 36 months to accommodate thorough review and consensus-building. The publication of the revised ISO 9001 standard is now planned for September 2026.   To ensure a smooth transition, organizations should stay updated through official ISO communications and actively engage with industry experts. The information provided in this write-up has been compiled from various sources.    Regards, Keshav Ram Singhal Sources: thecoresolution.com, theauditoronline.com, committee.iso.org, 9001simplified.com Clarifications: Added on 21 March 2025(1) It is clarified that ISO standards are reviewed every five years, but revisions aren’t mandatory unless deemed necessary. For ISO 9001, the timeline has varied: 1987 to 1994 (7 years), 1994 to 2000 (6 years), 2000 to 2008 (8 years), 2008 to 2015 (7 years). The range of 6–10 years fits historically, but the “typically five years” claim applies to reviews, not revisions. (2) As regards - The revision may focus on "resilience, supply chain management, change management, sustainability, dealing with risks, [and] organizational knowledge." - the facts are: Expected changes align with speculated changes based on industry discussions and ISO committee hints (e.g., from DGQ and TC 176 members). Digital transformation and sustainability are widely expected, especially post-2024 amendment, though specifics remain unconfirmed until drafts are finalized. (3) ISO reviews its standards every five years to assess their relevance, but revisions to ISO 9001 have historically occurred every 6 to 10 years, depending on need (e.g., 2000 to 2008: 8 years; 2008 to 2015: 7 years).(4) Initially slated for December 2025, the revision is now expected in late 2026 due to the need for a second Committee Draft (CD2) after feedback on the first draft (CD1) in 2024 revealed unresolved structural and content issues.(5) The revision may emphasize resilience (e.g., adapting to disruptions like pandemics), supply chain management (e.g., supplier performance monitoring), digital transformation (e.g., integrating AI and data analytics), sustainability (building on the 2024 climate amendment), and enhanced risk management (e.g., separating risks from opportunities). These reflect stakeholder feedback and global trends, though final changes await draft confirmation.(6) The ISO 9001:2015 Quality Management System (QMS) standard, last revised in 2015, received a climate change amendment in February 2024 (ISO 9001:2015/Amd 1:2024), adding considerations to Clauses 4.1 and 4.2. In August 2023, ISO/TC 176 approved a full revision—36 votes for, 25 against—driven by technological advancements and global challenges like supply chain disruptions. While ISO reviews standards every five years, revisions to ISO 9001 typically span 6–10 years. Initially targeting December 2025, the release is now delayed to late 2026 due to the need for a second Committee Draft (CD2) after feedback on CD1 in 2024.Thanks,KRS

Lean ISO Management System ********** "Lean ISO Management System" is a concept that integrates Lean principles with ISO management system standards to create a more efficient, streamlined, and value-driven approach to quality, safety, environmental, or other management systems. It focuses on reducing waste, improving processes, and maximizing customer value while ensuring compliance with ISO standards. The objective of the Lean philosophy is the elimination of waste in processes. There are many examples of Lean tools (such as 5S, Kanban, or Value Stream Mapping, etc.) in manufacturing that showed an increase in productivity and significant cost reduction.     Key Elements of a ‘Lean ISO Management System’   1.   Lean Principles Applied to ISO standards   o   Elimination of Waste: Removing non-value-added activities in documentation, audits, reporting, and processes.   o   Continual Improvement (Kaizen): Enhancing the processes regularly rather than just during audits.   o   Process Efficiency: Simplifying procedures, reducing bureaucracy, and using value stream mapping.   o   Standardization: Creating simple, effective, and user-friendly documentation and workflows.   2.   Integration with ISO Standards   o   Can be applied to ISO 9001:2015 QMS, ISO 14001:2015 EMS, ISO 45001:2018 OHSM, ISO 27001:2022 ISMS, and other management system standards.   o   Ensures that compliance requirements do not create unnecessary complexity but add value to the organization.   3.   Benefits of a ‘Lean ISO Management System’   o   Reduces excessive documentation and bureaucracy.   o   Increases employee engagement and efficiency.   o   Enhances customer satisfaction by improving value delivery.   o   Improves audit readiness and overall system effectiveness.   o   Saves time and cost by removing inefficiencies.   o   Simplifies implementation and adoption.   Lean ISO Management System approach is useful for organizations looking to maintain certification to ISO standards without unnecessary administrative burdens while focusing on continual improvement and customer value.   Regards, Keshav Ram Singhal

In Short - Quality Management***********Quality management is a systematic framework of coordinated activities adopted to direct and control the quality of a product or service. Quality refers to the extent to which a product or service’s inherent characteristics meet specified expectations.Quality management primarily consists of three key components: Quality Planning, Quality Assurance, and Quality Control.Quality Planning – Defines quality standards and procedures to achieve the desired quality level.Quality Assurance – Ensures adherence to planned standards and procedures, thereby maintaining consistency.Quality Control – Examines the final product or service to verify compliance with established standards and expectations.Quality management follows the PDCA (Plan-Do-Check-Act) cycle:P (Plan) – Quality Planning: Establishes acceptance criteria and procedures.D (Do) – Quality Assurance: Implements the defined procedures.C (Check) – Quality Control: Evaluates the implementation.A (Act) – Corrective and Preventive Action: Implements necessary improvements based on the results.Thus, quality management enables organizations to uphold high standards and drive continual improvement.Regards,Keshav Ram Singhal

Quality*******Quality is not just a standard, a certificate or a destination. It is a continuous journey that leads to continual improvement and excellence. When we value quality in a product or service, we focus on adopting the latest thinking, technology and better processes.The world is evolving rapidly, bringing constant change. It is necessary to change our thinking with time, otherwise we will lag behind others.Customer satisfaction is very important, because we depend on it and the customer can be satisfied only with excellent products and services. Today's era is an era of competition. Progress is possible only through quality-driven innovation. Quality not only ensures customer satisfaction but also gives organizations a competitive edge. High quality products and services strengthen the brand reputation and ensure long-term success. To move forward, consider the following suggestions:(1) Move beyond traditional approaches, think differently, and embrace innovation.  (2) Make your team aware and motivated towards quality. Quality is the responsibility of everyone, not of a few people. Sow the seeds of quality culture among team members. Quality is not just the responsibility of management, but the participation of every employee is necessary. The team should be empowered through training and skill development.(3) Use technology correctly and effectively. Improve quality with digital tools, automation and data analysis.(4) Improve your methods (processes) by paying special attention to continual improvement. In today's competitive world, organizations need to be agile, so that they can work in accordance with the rapidly changing market and customer demands. Continual improvement can be ensured by adopting the PDCA (Plan-Do-Check-Act) cycle.(5) Organizations should adopt Quality Management System (ISO 9001:2015 etc.) which enhances transparency and efficiency in processes. Implement Quality Audit and Feedback System regularly.Quality does not happen by chance; it results from a well-planned strategy, continuous effort, and unwavering commitment. When we embrace innovative thinking, refine processes, and prioritize customer satisfaction, we not only stay ahead in the competition but also progress towards excellence. The journey of quality is unending, and continual improvement remains the key to sustained success.Regards,Keshav Ram Singhal Symbolic picture of 'Quality' - Courtesy NightCafe