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Importance of Leadership in Effective QMS Implementation********** According to a popular saying, if an army of dogs is led by a lion, the dogs can fight like lions and achieve victory. Conversely, if an army of lions is led by a dog, even the lions may fight like dogs and face defeat. The underlying message is that the quality of leadership significantly influences the performance, motivation, and success of a team. Clause 5.1.1 of ISO 9001:2026 standard identifies 12 specific ways in which top management is required to demonstrate leadership and commitment, from establishing the quality policy and integrating QMS requirements into business processes to promoting quality culture, ethical behaviour, the process approach, and risk-based and opportunity-based thinking.Importance of Leadership in the Context of ISO 9001:2026 QMSLeadership plays a vital role in the effective implementation of a Quality Management System (QMS). The commitment of top management determines how seriously quality is taken throughout an organization and how effectively quality management principles are integrated into its activities.The success of a QMS cannot be ensured merely by preparing documented information, establishing procedures, and conducting audits. It requires active leadership, employee involvement, adequate resources, and a commitment to meeting customer requirements and continually improving performance.Clause 5.1.1 of ISO 9001:2026 specifies how top management shall demonstrate leadership and commitment to the QMS. These requirements can be understood through the following explanations and practical examples.1. Establishing Quality Policy and Quality ObjectivesTop management must ensure that the quality policy and quality objectives are established and are compatible with the organization's strategic direction.Example: A manufacturing organization plans to expand its business by supplying products to international customers. Its top management establishes a quality policy emphasizing customer satisfaction, product conformity, and continual improvement. It also sets measurable quality objectives, such as reducing product rejection from 4% to 2% within one year.This connects the organization's business strategy with its quality management objectives.2. Integrating QMS Requirements into Business ProcessesQMS requirements should be integrated into the organization's regular business processes rather than treated as separate activities undertaken merely to obtain or maintain certification.Example: A company introduces quality checks at appropriate stages of production, incorporates supplier evaluation into purchasing activities, and includes customer feedback in product development and service improvement.In this way, quality management becomes an integral part of everyday business operations.3. Ensuring the Availability of Necessary ResourcesTop management must ensure that the resources required for the effective operation of the QMS are available. These resources may include competent personnel, appropriate equipment, suitable infrastructure, adequate technology, and financial resources.Example: If product defects are caused by outdated testing equipment, management arranges for suitable equipment and ensures that personnel are competent to use it. This enables the organization to verify product conformity more reliably.4. Communicating the Importance of Effective Quality ManagementEmployees need to understand the importance of effective quality management and the consequences of failing to meet QMS requirements.Example: During an employee meeting, management explains how incorrect measurements can result in defective products, customer complaints, rework, and financial losses. Employees are encouraged to follow established procedures and report quality problems without delay.Such communication helps employees understand that quality is not merely the responsibility of the quality control department; it is a responsibility shared throughout the organization.5. Ensuring That the QMS Achieves Its Intended ResultsTop management must ensure that the QMS achieves its intended results, including the consistent provision of conforming products and services and the enhancement of customer satisfaction.Example: Management periodically reviews data on customer complaints, product rejection, delivery performance, and process efficiency. If the results do not meet established objectives, appropriate corrective actions are initiated.The emphasis is on achieving results rather than merely completing documentation and audit activities.6. Directing and Supporting PeopleEffective leadership involves directing and supporting employees so that they can contribute to the effectiveness of the QMS.Example: When production employees identify a recurring defect, management encourages them to investigate its cause, provides access to technical expertise, and supports trials of possible solutions.Instead of blaming employees for reporting problems, management encourages their participation in resolving them.7. Promoting Continual ImprovementTop management must promote continual improvement in the organization's processes, products, services, and QMS.Example: An organization discovers that its order-processing procedure causes unnecessary delays. Management supports a review of the process, simplifies approval steps, and monitors the results to determine whether order-processing time has decreased.Continual improvement should be an ongoing activity rather than an exercise undertaken only before an external audit.8. Supporting Leadership at Other Organizational LevelsTop management should support other relevant roles within the organization in demonstrating leadership within their respective areas of responsibility.Example: The production manager is encouraged to take responsibility for reducing production defects, while the purchasing manager focuses on supplier performance and the customer service manager works to resolve customer complaints effectively. Top management provides the necessary authority and resources while ensuring that these managers remain accountable for their responsibilities.This approach develops leadership throughout the organization instead of concentrating all responsibility at the top.9. Promoting Quality Culture and Ethical BehaviourAn effective quality culture develops when shared values, attitudes, practices, and actions demonstrate a commitment to quality. Ethical behaviour reinforces this culture by encouraging honesty, fairness, and responsible decision-making.Example: During a quality inspection, an employee discovers that a product does not meet the specified requirements. The employee reports the nonconformity, even though doing so may delay dispatch. Management supports the employee's decision, ensures that the problem is addressed, and discourages the concealment or falsification of quality records. This demonstrates that customer trust and product conformity take precedence over the short-term pressure to meet production targets.10. Promoting the Process ApproachThe process approach involves understanding and managing interrelated processes as a coherent system to achieve intended results effectively.Example: In a manufacturing organization, customer orders pass through several interconnected processes: order review, purchasing, production planning, manufacturing, inspection, packaging, and dispatch.If the purchasing process supplies unsuitable raw materials, the manufacturing and inspection processes may be adversely affected. Management therefore ensures that the interfaces between these processes are properly managed and that their performance is monitored. The process approach is a cornerstone of an effective QMS because the performance of one process can influence the performance of other interrelated processes.**11. Promoting Risk-Based and Opportunity-Based ThinkingTop management must promote the consideration of risks and opportunities when planning and operating processes.Risk-based thinking helps an organization identify circumstances that could adversely affect its intended results. Opportunity-based thinking encourages it to identify possibilities for improving performance and achieving better results.Example: A manufacturer identifies the risk that dependence on a single supplier could interrupt production. Management evaluates alternative suppliers and develops suitable contingency arrangements. At the same time, the organization identifies an opportunity to automate a repetitive inspection activity. After evaluating its feasibility, management introduces automation to improve inspection consistency and efficiency.This approach helps the organization prepare for potential problems while taking advantage of opportunities for improvement.12. Taking Accountability for QMS EffectivenessTop management must take accountability for the effectiveness of the QMS. This means accepting responsibility for its performance and ensuring that it achieves its intended results.Example: If the organization repeatedly fails to meet its quality objectives, top management reviews the reasons, evaluates whether adequate resources and controls are in place, and ensures that appropriate actions are taken.Management cannot treat QMS effectiveness as the sole responsibility of the quality manager or the internal audit team. Although responsibilities may be assigned to different individuals, accountability for the effectiveness of the QMS remains with top management.Customer Focus: An Essential Leadership ResponsibilityClause 5.1.2 of ISO 9001:2026 separately addresses leadership and commitment with respect to customer focus.Top management must ensure that applicable customer, statutory, and regulatory requirements are determined, understood, and consistently met. It must also ensure that relevant risks and opportunities affecting product and service conformity and customer satisfaction are addressed, and that the focus on enhancing customer satisfaction is maintained.Example: A service organization receives repeated complaints about delays in resolving customer requests. Top management reviews complaint data, identifies weaknesses in the service process, establishes a target for response times, and monitors performance. The organization subsequently evaluates customer feedback to determine whether the changes have improved customer satisfaction.This example illustrates that customer focus requires more than responding to complaints; it requires systematic action to understand and meet customer needs.ConclusionLeadership is a fundamental factor in the successful implementation and maintenance of a QMS. Clause 5.1 of ISO 9001:2026 provides a framework for top management to demonstrate leadership and commitment through its decisions, actions, and support. An effective leader establishes a clear direction, provides necessary resources, integrates quality requirements into business processes, encourages employee participation, promotes ethical behaviour, and takes accountability for QMS effectiveness. A good leader does not merely issue instructions but inspires others by setting an example.The popular saying about the lion and the dogs conveys an important message: leadership can influence how a team performs. However, in an organization, sustainable success also depends on employees' competence, appropriate resources, effective processes, teamwork, and a shared commitment to quality.Remember: A culture of quality is developed not merely through instructions, but through effective leadership, commitment, ethical behaviour, and consistent action.Regards,  Keshav Ram Singhal 

World Standards Day – 14 October – Standards: The Foundation of Better Quality and a Safer Future ********** World Standards Day is celebrated every year on 14 October to raise awareness of the importance of international standards and highlight their role in ensuring the quality, safety, reliability, and efficiency of products, services, and management systems. World Standards Day is observed through the collaboration of the International Organization for Standardization (ISO), the International Electrotechnical Commission (IEC), and the International Telecommunication Union (ITU). It is also an occasion to recognize the valuable contributions of experts who participate in the development of international standards.Standards are an integral part of our daily lives. They help improve the consistency of products and services, ensure technical compatibility, protect consumer interests, and facilitate international trade. Standards such as ISO 9001 for Quality Management Systems guide organizations in improving processes, enhancing customer satisfaction, and fostering a culture of continual improvement. In today's changing world, standards also play a significant role in addressing challenges such as climate change, digital transformation, artificial intelligence, cybersecurity, and sustainable development.World Standards Day reminds us that standards are not merely a collection of rules and requirements; they are powerful tools for promoting quality, trust, innovation, and sustainable development. On this World Standards Day, let us recognize the importance of standards in our work and processes, commit ourselves to their effective implementation, and promote a culture of quality. Embrace Standards, Enhance Quality, and Build a Better Future.Regards, Keshav Ram Singhal Joint Message from IEC President, ISO President and UTU Director on World Standards Day - Link Click Here   

Failure of Quality Management System (QMS)********** Quality management system (QMS) doesn't fail t the shop-floor level, it fails due to weak leadership behaviour. At the shop-floor level - - Employees follow defined processes.- They work with commitment.- They identify and report problems.- They strive to meet customer requirements. - They contribute to continual improvement. A strong QMS depends on strong leadership.Weak leadership behaviour -- Lack of commitment to quality.- Does not provide clear direction and priorities.- Does not allocate adequate resources.- Does not review QMS performance.- Does not support a culture of continual improvement. - Talks about quality, but does not demonstrate it.The shop-floor team usually does its best. A quality management system fails when leadership behaviour is weak, inconsistent or absent. Leadership needs to - - Have commitment to quality.- Provide clear direction and priorities to shop-floor people. - Allocate adequate resources.- Review QMS performance from time to time. - Support a culture of continual improvement.- Demonstrate quality commitment.Regards,Keshav Ram Singhal 

ISO Annual Meeting Opening Ceremony**********The opening ceremony of the ISO Annual Meeting 2026 was held in Paris on Monday, September 28, 2026. The theme of the annual meeting was "Building trust in a changing world." As host, the French standardization organization AFNOR is organizing the event in its centenary year. A replay of the ceremony is available on the ISO website.The ISO Annual Meeting Opening Ceremony was not just a formal welcome. In ISO's words, it was a moment of alignment, reflection, and looking forward. The session language was English; interpreters and captions were available in Arabic, Chinese, French, Russian, and Spanish. Journalist Sheuli Ghosh moderated the program. The official speaker list includes three keynote addresses. Sergio Mujica (ISO Secretary General) and Olivier Pera (AFNOR CEO/Director-General) already spoke at the morning press conference; the evening's stage featured primarily speaker-level messages.ISO President Dr. Khaled Soufi welcomed the global standards community to Paris and clarified the theme of the week: trust is no longer assumed automatically—it must be built, proven, and maintained over time. His sentiment also emphasized that trust is ISO's core asset and the organization's contribution to the world. AFNOR President Guy Mougy welcomed on behalf of the host organization. His message was that trust grows when countries bring their knowledge and ambition to a common table. Eleonore Caroa, Minister Delegate for Francophonie, International Partnerships, and French Nationals Abroad, France, emphasized multilateral cooperation. She quoted: "Multilateralism is more needed than ever." In French, she said that some of ISO's emblematic standards are answers to global challenges that concern everyone.The ceremony featured a "celebration of collaboration between cultures across borders," featuring theatrical and dance performances. Anastasia Vilanova's choreography and the artists' performances were superb. Contemporary dance, a powerful response to a changing world. The evening began with this, and Murmuration concluded. The 27 dancers moved in unison, and the audience was also involved in the performance, so that the entire hall moved as one unit.The ISO/UNDP 53001 standard had been launched before this event. This was a memorable centenary event for AFNOR.Regards,Keshav Ram Singhal 

Launch of the ISO/UNDP 53001:2026 Standard**********ISO/UNDP 53001:2026 was officially launched on the first day of the ISO Annual Meeting, which began in Paris on September 28, 2026. It is the world's first international management system standard aligned with the United Nations' Sustainable Development Goals (SDGs). The ISO Annual Meeting 2026 is being hosted by AFNOR, France's national standards body, from September 28 to October 2. The theme is Building trust in a changing world.The launch of the standard was a joint event between ISO and UNDP. The standard was presented at a morning press conference. On stage were Dr. Khaled Soufi (ISO President), Sergio Mujica (ISO Secretary-General), Marcos Neto, and Olivier Pera (AFNOR CEO). Mujica said that the SDGs have provided a shared global vision for a decade; now organizations want to translate that vision into concrete action. Marcos Neto, UN Assistant Secretary-General and Director of UNDP's Bureau for Policy and Programme Support, said that the 2030 Agenda will only advance if organizations incorporate ambition into everyday decision-making and governance.What is the Standard?ISO/UNDP 53001:2026 — Management systems for the United Nations Sustainable Development Goals (SDGs) — Requirements — is a requirements-based management system standard, similar to ISO 9001 or ISO 14001. Organizations can develop and implement systems in accordance with it; third-party certification of compliance will also be possible.ObjectiveOrganizations should not limit the SDGs to mere declaration or reporting, but rather incorporate them into strategy, management systems, and daily operations, and measure progress. The standard is for every type of organization—company, government, educational institution, civil society—regardless of size or sector. Organizations can focus on the most relevant SDGs according to their context and stakeholders.Expectations from the Organization- Analysis of the organizational context and dialogue with stakeholders- Identifying, assessing, and prioritizing actual and potential positive and negative impacts on the SDGs- Meaningful SDG objectives and targets- Data on impacts and evaluating progress- Managing interrelationships, synergies, and trade-offs among goals- Continual improvement through PDCA cyclesThe standard does not treat each SDG as a separate project; it provides an integrated approach. It also provides for its relevance to post-2030 global goals.DevelopmentThe standard was developed by ISO/PC 343 (Sustainable development goals management); the secretariat was with Danish Standards. The UNDP SDG Impact Standards for Enterprises were the foundation. The standard bears the dual ISO/UNDP logo. The guiding ISO/UNDP PAS 53002 was released in 2024, followed by the full international standard ISO/UNDP 53001:2026. ISO/UNDP 53002 is being developed to guide implementation. The standard is approximately 36 pages long and is available on the ISO website.The launch of ISO/UNDP 53001:2026 is an effort to move the SDGs from a declaration to a management system, so that contributions can be measured, accountability can be demonstrated, and improvement can be sustained.Regards,Keshav Ram Singhal