ISO Annual Meeting Opening Ceremony

ISO Annual Meeting Opening Ceremony

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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

Launch of the ISO/UNDP 53001:2026 Standard

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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.

Objective

Organizations 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 cycles

The 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.

Development

The 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

ISO 9001:2026 Standard — Standard Alignment

ISO 9001:2026 Standard — Standard Alignment

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A key change in ISO 9001:2026 is alignment of its content with Annex SL and TMB Resolution 16/2025. The basic framework remains that of ISO 9001:2015 — ten clauses, the process approach, PDCA and risk-based thinking. New requirements have been added within this framework. 

TMB Resolution 16/2025 is a policy clarification of the ISO Technical Management Board. It determines how tightly Management System Standards (MSS) must follow Annex SL / Harmonized Structure (HS). It was adopted at the 92nd meeting of the TMB in Salvador, Brazil, on 19–20 March 2025. Title: Management of deviations on Management Systems Standards (MSS) – Policy clarification.

Simply put, Annex SL is a common framework for all management system standards — uniform clause numbers, clause titles, core text and core definitions — so that ISO 9001, ISO 14001, ISO 45001 and similar standards can be implemented together more easily. TMB Resolution 16/2025 states -

- Clause and subclause titles cannot be changed; nor can their order.

- Core HS terms and definitions must be used unchanged.

- Exception: the entry for “risk” may be modified in accordance with TMB Resolution 33/2024.

- Discipline-specific points may be added through additional notes, subordinate definitions or subordinate clauses (Annex SL, Appendix 3).

- Deviations beyond titles and core definitions may occur; they must be recorded in a deviation report. ISO/CS may advise but cannot reject them; the final decision rests with the relevant committee.

- The HS version current at project registration applies to that revision or amendment. When a new edition is produced, the HS then current applies in full.

ISO/JTCG guide for standards writers: Understanding Annex SL and applying TMB resolution 16/2025 

“Alignment with Annex SL and TMB Resolution 16/2025” in the Global ACI document means that ISO 9001:2026 does not depart from HS clause titles and core definitions. Quality culture, ethical behaviour, and the separate treatment of risks and opportunities have been added within this framework.

This TMB resolution does not create new requirements for certified organizations. ISO 9001:2026 does contain new requirements, such as a quality culture, but they are added to the same ten-clause framework. The practical message for organizations is that the underlying framework of ISO 9001:2026 remains that of ISO 9001:2015, so an integrated management system is not broken.

Regards,

Keshav Ram Singhal

Glossary

TMB = Technical Management Board

MSS = Management System Standard

HS = Harmonized Structure

JTCG = Joint Technical Coordination Group on MSS

ISO/CS = ISO Central Secretariat 

NCQM Annual Day Function

NCQM Annual Day Function

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The Annual General Meeting (AGM) of the National Centre for Quality Management (NCQM) was held in Mumbai today, 26 September 2026, along with the Annual Day Function. Dr. Santosh B. Rane, Head of the Department of Mechanical Engineering, Sardar Patel College of Engineering, Mumbai, was the Chief Guest and Keynote Speaker at the function. Dr. Rane delivered his keynote address on “Human-Robot Collaboration in Industry 5.0-Enabled Manufacturing.”

NCQM Annual Day Function – proceedings in progress

From Industry 4.0 to Industry 5.0 - Dr. Santosh B. Rane explained the distinction between Industry 4.0 and Industry 5.0. While Industry 4.0 places considerable emphasis on Automation, IoT, Artificial Intelligence (AI) and Smart Machines, Industry 5.0 gives greater importance to Human-centricity, Sustainability and Resilience.

Dr. Santosh B. Rane delivering his Keynote Address

Human + Robot = Collaboration - While discussing Industry 5.0, Dr. Rane highlighted an important concept: Human + Robot = Collaboration — not Competition. The objective should not be to replace human beings with robots, but to enable robots to work collaboratively with humans.

He explained that human capabilities such as Creativity, Judgement, Flexibility and Problem-solving can be combined with the capabilities of robots such as Precision, Strength, Speed and Consistency. Such complementary capabilities can help achieve better outcomes in manufacturing.

Dr. Santosh B. Rane with NCQM office-bearers and members

Collaborative Robots – Cobots - Dr. Rane also discussed Collaborative Robots (Cobots). Cobots are designed to work safely alongside human workers in shared workspaces. They can be used for a variety of applications such as Assembly, Inspection and Material Handling.

Role of AI and Smart Technologies - He highlighted the role of Artificial Intelligence, Machine Learning, Machine Vision and Sensors in Human-Robot Collaboration. According to Dr. Rane, future robots will increasingly move beyond simply following pre-programmed instructions. With the help of AI and other smart technologies, they can become more adaptive and respond more effectively to changing situations while working alongside humans.

People, Safety, Ethics and Trust - Industry 5.0 is not merely about technology. People and their capabilities remain central to its successful implementation. Dr. Rane emphasized the importance of skill development, training, employee wellbeing and change management. He also discussed Safety, Ethics and Trust in Human-Robot Collaboration. When humans and robots operate in the same workspace, aspects such as Collision Avoidance, Risk Assessment and Functional Safety become particularly important. He aptly stated: “Trust is earned through safe, ethical and reliable collaboration.”

Process and Workflow Redesign - Another important point highlighted by Dr. Rane was that simply installing robots does not make an organization Industry 5.0-ready. Human and robot capabilities and responsibilities need to be considered while redesigning processes and workflows. Instead of merely adding technology to an existing process, organizations may need to redesign the workflow so that the complementary capabilities of humans and machines can be effectively utilized.

A Challenge for India - In response to a question, Dr. Santosh B. Rane observed that large industries in India have adopted Industry 4.0, but moving from Industry 4.0 to Industry 5.0 remains a significant challenge. This transition requires attention not only to technology, but also to people, skills, processes, safety and organizational readiness.

Summary

In summary, the fundamental idea of Industry 5.0 can be expressed as “Technology for Humans.” It seeks to combine the capabilities of intelligent machines with human skills, creativity and judgement to develop manufacturing that is more quality-oriented, safe, sustainable and resilient.

I found the keynote address particularly useful because it provided an opportunity to understand Industry 5.0 by bringing together the four important dimensions of Technology, People, Process and Quality. The Chief Guest was welcomed and introduced by Shri Santosh Khadagade, President, NCQM. I participated in the programme online and had the opportunity to listen to Dr. Rane's keynote address.

Regards,

Keshav Ram Singhal

About National Centre for Quality Management (NCQM) - Readers interested in learning more about the National Centre for Quality Management (NCQM) may visit its official website. Information about the organization, its activities and membership can be obtained there. The Membership Brochure is also available on the website.

4 Lakh Visitors – Thank You!

4 Lakh Visitors – Thank You!

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Our blog has crossed the milestone of 4 lakh visitors! This journey has been possible because of the interest, encouragement and support of our readers.

Through this blog, we will continue our efforts to share knowledge and promote awareness about Quality, Management Systems, People, Processes, Sustainability and continual improvement.

4 Lakh Visitors is not the destination—it is another milestone in our journey of Learning, Sharing and Growing Together.

Thank you for being a part of this journey.

Regards, 

Keshav Ram Singhal

Merger of the IAF and ILAC Organizations

Merger of the IAF and ILAC Organizations 

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While searching International Accreditation Forum (IAF) guidelines for the ISO 9001:2026 transition, I found that the IAF and the International Laboratory Accreditation Cooperation (ILAC) merged into Global Accreditation Cooperation Incorporated (Global ACI) on 1 January 2026. This was not sudden; planning had been under way since 2019. 

The IAF (established in 1993) was the global forum for accreditation of certification bodies covering management systems (such as ISO 9001), products, personnel, and validation/verification. ILAC was the forum for laboratories, inspection bodies, calibration, and related fields. Each maintained its own multilateral recognition arrangement—the IAF MLA and the ILAC MRA. 

The two bodies ran separate administrative systems, committees, peer-evaluation processes, and policies. As globalization and conformity assessment became more closely linked, that dual structure created unnecessary duplication and complexity. The decision to merge was taken so that there would be:

- a single international recognition system,

- a single peer-evaluation framework,

- harmonized policies and governance,

- greater efficiency, and

- a stronger voice on global issues such as trade, sustainability, and technical trust.

At the 19th IAF–ILAC Joint General Assembly in Frankfurt on 29 October 2019, members resolved to create a single international accreditation organization. The constitution was endorsed in Berlin in October 2024. The new body was registered as an Incorporated Society in New Zealand on 6 December 2024. Leadership was elected at the final meetings in Bangkok in October 2025. Global ACI began full operations on 1 January 2026, and IAF and ILAC ceased operating. The public identity—name, logo, and website (Link)—was launched on 14 April 2026.

The IAF MLA and ILAC MRA are now combined in a single Global ACI MRA. Existing accredited certificates, reports, and results remain valid; there is no disruption. Legacy IAF/ILAC marks may continue to be used during the transition until the new mark is legally available in a given economy. IAF and ILAC remain in existence for a period so that their marks can be protected; they will later be wound up.

In short, two parallel global systems were brought into one framework to simplify, harmonize, and strengthen international trade and trust. For existing certificate holders, the practical effect is virtually none.

Note: Mandatory documents for the ISO 9001:2026 transition are now issued by Global ACI, not IAF (for example, Global ACI-TECH-3-TR). Such guidance should therefore be sought on the Global ACI website.

Regards, 

Keshav Ram Singhal

ISO 9001:2026 Transition

ISO 9001:2026 Transition

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On 16 September 2026, ISO officially published ISO 9001:2026 (Sixth Edition). It replaces ISO 9001:2015 + Amendment 1:2024 (Climate Change). Organizations holding an Accredited Certificate must transition to the revised standard, i.e., achieve compliance with the ISO 9001:2026 standard, by 30 September 2029 (thirty-six months from the end of the publication month). ISO does not set the transition deadline. It is set by Global Accreditation Cooperation Incorporated (Global ACI), which replaced both IAF and ILAC from January 1, 2026. Global ACI has released the document "Transition Requirements for ISO 9001:2026 (Global ACI-TECH-3-TR 2029-09-30)." According to the guidelines, no new ISO 9001:2015 compliance certificates will be issued after March 31, 2028.

The following dates are important in this context:

(1) 16 September 2026 - ISO 9001:2026 is published, replacing ISO 9001:2015, including Amd 1:2024.

(2) By 31 March 2027 - Accreditation bodies (ABs) must be ready within six months of the standard's publication. ABs must possess sufficient knowledge and information on the new version and announce their transition process.

(3) 30 June 2027 - Certification bodies (CBs) must submit a transition declaration and related documentation to their accreditation body within nine months of the standard's publication. CB auditors must be trained on the new version of the standard within this period.

(4) 30 September 2027 - Accreditation bodies must complete their decisions on CB accreditation by 30 September 2027 (twelve months after publication). A CB may issue ISO 9001:2026 certificates as soon as its own accreditation has been transitioned; it need not wait until that deadline.

(5) 31 March 2028 – No new ISO 9001:2015 compliance certificates will be issued after eighteen months from the publication of the standard. Initial certifications can only be for ISO 9001:2026 compliance—therefore, Stage 1 and Stage 2 audits starting in late 2027 need to be planned around this cut-off, not 2029.

(6) 30 September 2029 – Deadline – All certifications must be converted to the 2026 version within thirty-six months of the standard's publication. ISO 9001:2015 compliance certificates will no longer be valid after this date.

Can an organization still obtain an ISO 9001:2015 compliance certificate? Until March 31, 2028, yes—and if an audit is already underway, it may still be valid. After March 31, 2028, initial certifications can only be for ISO 9001:2026.

After September 16, 2026, certification bodies (CBs) cannot immediately issue ISO 9001:2026 compliance certifications. They can only issue them once their own accreditation has migrated to the new version—typically by mid-2027.

Regards,

Keshav Ram Singhal 

Process Approach

Process Approach 

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Para 0.3.1 of ISO 9001:2026 QMS standard states that an organization should run its quality management system as a set of linked processes, not as isolated departments. The purpose is to meet customer requirements and to improve customer satisfaction. The necessary requirements for doing this are mentioned in clause 4.4 of the standard.

In plain language, we can say a process is not a department, it is a set of activities that turns inputs into outputs. The output of one process is often the input to the next. If an organization only manages “Purchasing” and “Production” as separate functions, problems hide at the handoff. The process approach manages those connections.

The standard adds four ideas -

1. Identify processes and manage their interactions so planned results match the quality policy and strategy.  

2. Run the whole system together using the PDCA cycle (Plan–Do–Check–Act).  

3. Use risk-based thinking to prevent unwanted results.  

4. Use opportunity-based thinking (stated more clearly in the 2026 edition) to pursue useful results.

Applied well, this gives consistent fulfilment of requirements, a view of each process in terms of value, risk and opportunity, effective process performance, and improvement based on data.

Figure 1 provided in ISO 9001:2026 standard is the picture mentioning sources of inputs, inputs, activities, outputs, receivers of outputs, and monitoring check points chosen for that process and its risks. (Readers are requested to refer to this figure in ISO 9001:2026 standard.) 

We provide you two linked examples.

Example 1 — Production / manufacturing

Production is not just a machine line. Its sources are purchasing, design and the customer order. Inputs are materials, drawings and energy. Activities are setup, manufacture and packing. Outputs are finished product and records, received by the warehouse or the customer.

The check points match this process’s risks:

1. Incoming / receiving inspection — Stop wrong material entering the line.  

2. In-process checks — Catch setup or parameter drift early.  

3. Final inspection / test — Stop nonconforming product reaching the customer.

That is process approach in practice: process + controls + risk. Purchasing’s output becomes production’s input — the two processes are one system.

Example 2 — Purchasing 

Purchasing is not just raising a purchase order. Its sources are a production requisition, design specifications and the approved-supplier list. Activities are selecting the provider, issuing the order and receiving the item. Outputs are purchased product and certificates, received by the warehouse and production.

The check points are different because the risks are different:

1. Evaluation / re-evaluation of the provider — Avoid an unsuitable supplier.  

2. Review of purchasing information / contract — Avoid a wrong specification on the order.  

3. Verification of what was received — Stop nonconforming product entering production.

A low-risk catalogue item from a proven supplier may need only a document and quantity check. A safety-critical custom part may need source inspection plus incoming dimensional and material checks. That is the rule: check points vary with the process steps and the related risks.

Ten questions to ask when designing and reviewing a process 

A process should not only be defined; it should also be periodically reviewed to determine whether it remains suitable, adequate and effective. The following questions can help an organization when designing a new process or reviewing an existing process: 

(1) What is the purpose of the process?

(2) What are the inputs and intended outputs of the process? 

(3) Who provides the inputs and who receives the outputs?

(4) What activities and sequence are required to achieve the intended outputs?

(5) What resources, knowledge and infrastructure are required?

(6) What are the risks and opportunities associated with the process?

(7) What controls are needed to address the identified risks and opportunities?

(8) How will the performance and effectiveness of the process be monitored and measured?

(9) How does the process interact with other processes within the QMS?

(10) What changes or improvements are needed to achieve better results?

These questions help ensure that a process is designed, controlled, monitored and continually improved to achieve its intended results and contribute to the effectiveness of the QMS. 

In short, process approach requires to manage work as a chain of processes; the above two diagrams show that chain — purchasing feeds production — and put controls where each process’s risk actually sits.

Regards,

Keshav Ram Singhal 

ISO 9001:2026 Launch — Key Highlights

ISO 9001:2026 Launch — Key Highlights

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Today, 16 September 2026, ISO 9001:2026 is officially published. It is the sixth edition of ISO 9001, and the ISO official website now lists it as Published, Edition 6, 2026. An online ISO Event was held today, featuring four speakers who shared their perspectives on ISO 9001:2026. A brief summary of the event is given below.

1. Katie Clift — Context and Communication

Katie Clift, Head of Public Relations at ISO, placed ISO 9001 in a broader context. Her role was not limited to explaining the Technical changes; she also highlighted why ISO 9001 remains relevant in today's changing Business environment.

The key themes in her discussion included -

* Changing Customer expectations

* Digital transformation and AI

* Supply-chain complexity

* Resilience

* Innovation

* Organizational performance

* And, most importantly — Trust 

2. Sam Somerville — The Thinking Behind the Revision

Sam Somerville, Chair of ISO/TC 176/SC 2 and a key person associated with the ISO 9001 Revision project as its Convenor, highlighted the Technical and Practical aspects of the Revision. The essence of her message was that the purpose of ISO 9001:2026 is not to completely change ISO 9001, but to make it clearer and more useful for current and future Organizational realities. Therefore, the fundamental QMS framework of ISO 9001:2015 does not disappear. Fundamentals such as Customer focus, Process approach, Leadership, Performance evaluation and Continual improvement remain important. At the same time, the 2026 edition places particular emphasis on:

* Improving the language and clarity of Requirements

* Greater emphasis on Leadership and Quality culture

* Addressing Risks and Opportunities more clearly

* Change management

* Organizational knowledge

* Greater clarity regarding Climate-change considerations

* Better alignment with other ISO Management-system standards

Thus, the Revision may be better understood not simply as a change in Clauses, but as an effort to make the QMS more relevant and effective.

3. Isabela Santos — Practical/Business Perspective

Isabela Santos discussed ISO 9001:2026 from a Practical and Business perspective, focusing on how the Revised standard can support People, Projects and Organizational performance. This aspect is particularly important because ISO 9001 should not be viewed merely as a “Compliance document”, but as a Management framework that connects: People → Processes → Performance → Improvement → Business outcomes. From this perspective, a QMS is not merely a means of obtaining or maintaining certification; it can become a Management framework that contributes to better organizational operations and results.

4. Sergio Mujica — The Broader ISO Message

Sergio Mujica, ISO Secretary-General, spoke about the global role of ISO 9001 and its importance for the future. According to him, more than one million organizations are connected with ISO 9001 today, and the standard is used in 189 countries. Therefore, the ISO 9001:2026 Revision should not be viewed merely as a Technical revision. Its broader purpose is to connect Quality with Organizational performance, Trust and Sustainable growth.

What Were the Reactions of People?

Before the launch, reactions from Quality professionals to ISO's LinkedIn announcement were diverse. Some welcomed it as a long-awaited Update and drew attention to issues such as Climate change, Supply-chain resilience and Digital transformation. Some reactions suggested that for Organizations having a mature ISO 9001:2015 QMS, the change may not be a major “Revolution.” Some people have described the Revision as “Evolution, not revolution.” On the other hand, some Professionals also raised the question of whether the Revised standard would actually be sufficiently simple and user-friendly for End users. These reactions indicate that there is considerable interest in ISO 9001:2026, along with natural questions about its Practical implementation.

My Reaction

In my view, the best way to understand ISO 9001:2026 is to understand “New emphasis” rather than simply “New standard.” The significance of ISO 9001:2026 is not merely in knowing which Clause has changed. More importantly, it is about understanding how a QMS can actually help an Organization make better decisions, understand Risks and Opportunities, manage Changes, develop a Quality culture and achieve better Performance. This is where the approach that I have followed for many years through "ISO 9001 Awareness" appears particularly Relevant.

I see three important Themes -

1. From Compliance to Effectiveness - Merely maintaining a Certificate is not enough; the QMS should create Value in the Organization's actual work.

2. From Documentation to Organizational Thinking - ISO 9001:2026 should not be reduced to an Exercise of merely changing Documents. What is more important is that QMS thinking should become visible in the Organization's actual work and decision-making.

3. From Quality Department to Quality Culture - Quality is not the responsibility of the Quality Manager or Quality Department alone. Leadership, People, Processes and Decision-making should all reflect Quality thinking.

Climate Change — A Special Aspect

One particular aspect is that ISO 9001:2026 connects Climate change with the QMS in the context of Organizational context and Interested parties, rather than creating a separate “Environmental Management System” subject within ISO 9001. This continues the direction established by the ISO 9001:2015/Amd 1:2024 Amendment. Therefore, the important question for Organizations is not simply: “Have we mentioned Climate change in our QMS Document?” Rather, the question should be: “Does Climate change affect our Organization's Context, Interested parties, Risks, Opportunities or the Intended results of our QMS?” If it does, it should be appropriately addressed within the QMS.

An Important Milestone

The most significant achievement today is that ISO 9001:2026 is no longer an FDIS or Proposed revision — it is now an official International Standard. The ISO Official record gives its Publication date as 16 September 2026.

The next important stage for Organizations, Consultants, Auditors, Certification Bodies and Quality professionals is to understand ISO 9001:2026, analyse its changes, and determine how these changes can be effectively integrated into QMS implementation. The real value of ISO 9001:2026 lies not merely in understanding the Revised requirements, but in using them to achieve better Quality, better Performance and better Organizational outcomes. 

Regards,

Keshav Ram Singhal

Why Should You Read "Quality Concepts and Management Systems Awareness" Blog?

Why Should You Read "Quality Concepts and Management Systems Awareness" Blog?

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Today, Quality is much more than a characteristic of a product or service. It is closely connected with the way an organization works—its processes, people, leadership, decision-making, risks, customers, interested parties and its commitment to continual improvement. “Quality Concepts and Management Systems Awareness” blog is an attempt to help readers understand these subjects in a simple, practical and meaningful way.

Who is this blog for?

This blog is not meant only for Quality Professionals or people directly involved with ISO Standards. It can be useful for anyone who wants to understand Quality, Management Systems and related concepts. It may be particularly useful for:

* Quality Professionals

* Management System Professionals

* Internal Auditors

* Consultants

* Managers

* HR Professionals

* Trainers

* Students

* ISO Coordinators

* Management Representatives

* Anyone interested in developing awareness of ISO Standards and Management Systems.

Why should one read this blog?

1. To understand difficult concepts in simple language - Management System Standards often use technical language that may not be easy for everyone to understand. The blog attempts to explain important concepts in simple language, with examples and a practical perspective, so that readers can understand not only the terminology but also its meaning.

2. To understand not only “what”, but also “why” and “how” - Knowing a requirement is not enough. It is equally important to understand: What is the requirement? Why is it important? What is its purpose? How can it be applied in an organization? How can it be evaluated during an audit? The articles in the blog attempt to explore these questions.

3. To look at ISO Standards from a practical perspective - ISO Standards should not be viewed merely as a means of obtaining certification. A Management System can help an organization establish systematic processes, achieve intended results, address risks and opportunities, improve performance and promote continual improvement. The blog attempts to present this practical perspective.

4. To develop a better understanding of Internal Auditing - Internal auditing is not simply about finding nonconformities. An effective auditor needs to understand requirements, objective evidence, processes, performance and opportunities for improvement. The blog discusses auditing-related concepts with the intention of developing a more thoughtful and practical approach to auditing.

5. To stay aware of new Management System Standards and developments - The field of Management Systems continues to evolve. Along with ISO 9001, new and revised standards and developments are emerging in areas such as Human Resource Management, Environmental Management, Measurement Management and other disciplines. The blog aims to create awareness about such developments and their significance.

6. To understand Quality beyond Certification - Certification of conformity to applicable ISO Standards can be valuable, but the purpose of Quality Management is not merely to obtain a certificate. An effective Management System can contribute to better processes, better decision-making, improved risk management, customer satisfaction and continual improvement. This broader perspective is an important theme of the blog.

7. To access knowledge developed over the years - The blog contains a growing collection of articles on Quality Management and Management Systems. Earlier articles provide useful background and foundational concepts, while newer articles discuss current and emerging standards and developments. Together, these articles can serve as a long-term knowledge resource for readers interested in Quality and Management Systems.

What can you expect from this blog?

The purpose of this blog is not simply to help readers memorize clauses of a standard. The broader objective can be expressed as Understand → Apply → Audit → Improve (Understand the concept. Apply it in the context of the organization. Evaluate its effectiveness. And continuously look for opportunities to improve).

A humble invitation

If you are interested in Quality, ISO Standards, Management Systems, Auditing, Risk-based Thinking, Process Approach, PDCA and Continual Improvement, you may find this blog useful. You can start with any article that interests you and then explore related articles. Your feedback, suggestions and questions are valuable in making this knowledge resource more useful to readers. Read. Understand. Reflect. Share your experience. Thank you for visiting.

Regards,

Keshav Ram Singhal