iso 9001 certification

Why ISO 9001 Certification?

Why ISO 9001 Certification?

• The answer is nothing, unless your organization uses the standard to manage its weaknesses, control business risks and enhance its organisational strengths.

• ISO 9001 Certification is a TOOL to manage your organizations’ risks and not something that’s a nice-to-have. The new version of ISO 9001 puts particular emphasis on the risk management of processes, which the 2008 version did not address.

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Why do companies register for ISO 9001 certification?

Over many years of auditing clients in a variety of industry sectors, I have encountered organisations that range in commitment from poor players who register for reasons that are not convincing to those that see the business benefits.


The reasons for registering to the standard can vary significantly from client to client: these could be ISO 9001 Certification is

• Nice to have

• A customer requirement

• A public procurement tendering requirement

• Required to improve the organization’s effectiveness

• Required to enhance competitiveness

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• The premiership players will benefit from effective implementation of the standard, the others are wasting resources which could be better applied to improve product or service delivery to customers.

• There are other challenges too centring on the Certification Body, the CB. It takes two to tango: if the CB is ‘soft’ the certification will not add value. There are some CB’s offering services in the marketplace which are well below par, they are not accredited, that don’t audit processes; they do half-day visits and provide consultancy and training as part of the certification package.


The reasons for registering to the standard can vary significantly from client to client: these could be ISO 9001 Certification is

• Required to improve the organization’s efficiencies

• Required to reduce resource wastage

• Required to meet and exceed customer needs requirements

• Necessary to change the organisation’s culture

• Necessary to support the organisation’s stakeholders



• Avoid them like the plague: you’re better off without the pretence.

• And then there’s the assessor/auditor. Auditors must add value. Auditors must challenge the management system through insisting on KPI’s, continual improvement indicators, PEARS, senior management involvement, resource waste reduction and so forth. And the auditor must be prepared to write major non-conformities when warranted.


Avoid them like the plague: you’re better off without the pretence.

•And then there’s the assessor/auditor. Auditors must add value. Auditors must challenge the management system through insisting on KPI’s, continual improvement indicators, PEARS, senior management involvement, resource waste reduction and so forth. And the auditor must be prepared to write major non-conformities when warranted.


• The assessor or auditor must focus on the quality management principles, leadership, communication, process approach, involvement of people, use of empirical data to make decisions, systems approach to processes, supplier-performance enhancement to the benefit of the supply chain and demonstrable continual improvement.

• If there are gaps here, then the auditor needs to take

appropriate action. And organisations that perform welcome audit findings. Audit findings are positive, and not negative. If they are seen as negative by the organisation, then one would be concerned about commitment.


• There are those organisations that barely get by, there are those that adopt a voluntary standard such as ISO 9001, ISO 14001 etc. and there are those that perform; they lead the pack and against whom other organisations benchmark themselves.

• Do you want to be a performer or just a middle of the road player or worse?


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iso 9001 certification

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