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

Guidelines for the application of ISO 9001

Guidelines for the application of ISO 9001

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The document that provides guidelines for applying ISO 9001 is ISO/TS 9002:2016 (Quality management systems — Guidelines for the application of ISO 9001). It is under revision as ISO/DIS 9002 and will be published as a full International Standard, ISO 9002, replacing the 2016 Technical Specification. It does not add to, subtract from, or change the requirements of ISO 9001; it only offers guidance and examples.

ISO 9001:2026 is scheduled for publication on 16 September 2026. The revised ISO 9002 is expected in the first quarter of 2027 so that it can align with the new ISO 9001 text. The DIS enquiry for ISO 9002 closed on 8 September 2026; the project is now in comment resolution.

Best wishes,

Keshav Ram Singhal

Accreditation

Accreditation

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Disclaimer - Logos in the Image are used for identification and educational awareness purposes only. No affiliation, sponsorship or endorsement is implied.

Accreditation is the formal recognition by an independent, third party that confirms that a Conformity Assessment Body (CAB) is competent, impartial, and reliable to perform its assigned conformity assessment activities in accordance with relevant standards and requirements. Accreditation is a foundation of trust. It gives confidence that the organization or people performing conformity assessment are competent, impartial, and reliable. A CAB is not necessarily a certification body. CAB is a broader term that includes Testing and Calibration Laboratories, Medical Laboratories, Certification Bodies, Inspection Bodies, Validation and Verification Bodies, and other conformity assessment bodies.

Simply put, certification is an assessment of an organization's management system, product, process, service, or other specified requirements, whereas accreditation is an assessment of the competence and impartiality of the conformity assessment body performing that assessment. Therefore, accreditation may be simply understood as the “assessment of those who perform conformity assessment” or, in simple terms, the “check on the checkers.”

To whom is accreditation granted?

Accreditation is generally granted to Conformity Assessment Bodies (CABs). These may include Testing and Calibration Laboratories, Medical Laboratories, Certification Bodies, Inspection Bodies, Validation and Verification Bodies, and other specified conformity assessment bodies.

In India, NABL (National Accreditation Board for Testing and Calibration Laboratories) provides accreditation to Testing Laboratories, Calibration Laboratories, Medical Laboratories, Proficiency Testing Providers, Reference Material Producers, and Biobanks. NABL's accreditation system is established in accordance with the requirements of ISO/IEC 17011.

Similarly, NABCB (National Accreditation Board for Certification Bodies) provides accreditation to Certification Bodies, Inspection Bodies, Validation and Verification Bodies, and other specified conformity assessment activities. For example, NABCB accredits Inspection Bodies according to ISO/IEC 17020 and Management System Certification Bodies according to ISO/IEC 17021-1.

An important point to understand here is that ISO/IEC 17011 specifies requirements for an Accreditation Body, whereas the CAB being accredited applies the relevant standard according to the nature of its conformity assessment activity.

For example:

* Testing and Calibration Laboratories → ISO/IEC 17025

* Medical Laboratories → ISO 15189

* Management System Certification Bodies → ISO/IEC 17021-1

* Inspection Bodies → ISO/IEC 17020

* Product, Process and Service Certification Bodies → ISO/IEC 17065

* Validation and Verification Bodies → ISO/IEC 17029

Difference between Certification and Accreditation

Suppose an organization implements a Quality Management System (QMS) according to ISO 9001. The organization undergoes an audit by a Certification Body and, after successfully meeting the applicable certification requirements, receives an ISO 9001 certificate. This is Certification. Now suppose the Certification Body itself is accredited by an Accreditation Body, such as NABCB, for the relevant certification activity. The Accreditation Body assesses whether the Certification Body has the required competence, impartiality, and processes to perform certification activities within its defined scope. This is Accreditation. Therefore, certification and accreditation are two different but interconnected levels of conformity assessment.

A simple way to remember the difference is: 

Certification → assesses conformity of the organization / product / process / service.

Accreditation → assesses the competence and impartiality of the conformity assessment body.

International Recognition of Certification

Accreditation plays an important role in the international acceptance of conformity assessment results and certificates. The general framework can be understood by an example: An organization takes certification from an accredited certification body, who has taken accreditation from National Accreditation Body (say NABCB in India), which is a signatory to Global ACI MRA. This provides the International recognition of accredited conformity assessment results.  

Effective 1 January 2026, Global Accreditation Cooperation Incorporated (Global ACI) commenced full operations and launched its Multilateral Recognition Arrangement (MRA), bringing together the work previously carried out through the International Accreditation Forum (IAF) and the International Laboratory Accreditation Cooperation (ILAC). The objective is to provide a unified international accreditation framework that supports confidence and acceptance of accredited conformity assessment results and certificates across borders. It should, however, be remembered that international recognition depends on the applicable MRA, accreditation scope, scheme, and relevant regulatory or purchaser requirements. Accreditation by itself does not mean that every certificate is automatically accepted for every purpose in every country.

Why is Accreditation Important? Accreditation provides several important benefits:

* Regulators, customers, and buyers gain confidence in the CAB's technical competence and impartiality.

* The credibility of test reports, inspection reports, and certificates is enhanced.

* The risk of inaccurate, weak, or inadequate conformity assessment is reduced.

* It helps reduce technical barriers to international trade.

* It promotes the acceptance of accredited testing, inspection, and certification results across countries.

* It provides governments and regulatory bodies with a reliable conformity assessment infrastructure.

Thus, accreditation supports confidence, consistency, competence, impartiality, and international acceptance. Accreditation is not a permanent or unconditional recognition. The Accreditation Body conducts periodic surveillance, reassessment, and other scheduled evaluations to ensure that an accredited CAB continues to meet the applicable requirements.

Accreditation is also always granted for a defined Scope of Accreditation. An organization receives accreditation only for those standards, activities, sectors, tests, inspections, certification schemes, or other conformity assessment activities that have been assessed and included within its stated scope. Therefore, it is important not only to ask: “Is the organization accredited?” but also: “Is it accredited for the relevant activity and within the required scope?”

In short, Certification indicates that conformity to specified requirements has been assessed. Accreditation provides confidence that the body performing that conformity assessment is competent, impartial, and reliable according to applicable requirements. Therefore, accreditation is a crucial layer of the quality infrastructure. It strengthens confidence in test reports, inspection reports, validation and verification results, and certificates and supports their acceptance across national borders.

In the context of the international acceptance of a management system certificate, it is important to consider:

* Whether the Certification Body issuing the certificate is accredited;

* Whether its accreditation scope covers the relevant certification activity;

* Whether the applicable certification scheme and requirements are covered; and

* Whether the relevant Accreditation Body participates in the applicable Global ACI MRA arrangement.

In simple words: Certification checks conformity. Accreditation checks the competence and impartiality of those who perform conformity assessment. That is why accreditation can aptly be described as the “check on the checkers.”

Regards,

Keshav Ram Singhal 

Short Note - Nonconformity in Internal Audits

 Short Note - Nonconformity in Internal Audits

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Typically, in an internal audit, the auditor looks for nonconformities to report on, to prove that s/he has done the job well. But in doing so, s/he forgets about evidence. Nonconformity should be based on objective evidence. Every nonconformity identified by an internal auditor should be based on objective evidence. This is a particularly important auditing principle.

Empirically, an auditor should be able to determine "Requirement → Evidence → Finding → Nonconformity" rather than "Opinion → Suspicion → Nonconformity."

The auditor should objectively evaluate the audit evidence against the applicable audit criteria. Auditing itself is a systematic, independent, and documented process for obtaining and objectively evaluating audit evidence. A good audit is based on objective evidence, not opinion.

Regards,

Keshav Ram Singhal

Publication date announced for the revised ISO 9001:2026 QMS standard

 Publication date announced for the revised ISO 9001:2026 QMS standard is 16 September 2026.

Best wishes,

Keshav Ram Singhal 

Short Note - Nonconformities in Internal Audits

Short Note

Nonconformities in Internal Audits

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The primary purpose of an internal audit is to determine whether the management system (MS) conforms to the planned arrangements; whether the MS conforms to the requirements of applicable standards (such as ISO 9001, ISO 14001, etc.); whether it conforms to the organization's own established management system requirements; and whether it is effectively implemented and maintained.

Therefore, identifying nonconformities is a crucial part of assessing the actual health and effectiveness of the management system implemented in the organization.

Audit results should help management take appropriate and effective actions for improvement. Therefore, a nonconformity should not simply remain an entry in the audit report. It should become the basis for correction, corrective action and, ultimately, improvement of the management system.

Regards,

Keshav Ram Singhal 

Short Note - Nonconformity

Short Note

Nonconformity

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Let us understand what Nonconformity means.

Many ISO management system standards define nonconformity as the non-fulfilment of a requirement.

A requirement may originate from different sources. It may be:

- a requirement of the applicable management-system standard;

- a statutory or regulatory requirement;

- a customer requirement;

- a contractual requirement;

- an organizational policy;

- a documented procedure or process requirement;

- an internally established objective or commitment;

- a requirement established by the organization; or

- another requirement applicable to the management system.

Therefore, a nonconformity exists when there is a gap between what is required and what is actually happening, and the gap is supported by objective evidence.

In simple terms, we can state:

Requirement + Objective Evidence of Non-fulfilment = Nonconformity

For example, if an organization's procedure requires measuring equipment to be calibrated at defined intervals, and objective evidence shows that the required calibration was not carried out, there is a nonconformity. Here, the issue is not whether the auditor personally considers calibration desirable. The issue is that an applicable requirement exists and objective evidence demonstrates that the requirement has not been fulfilled.

Regards,

Keshav Ram Singhal 

Short Note - Auditing

Short Note

Auditing

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Auditing is an important mechanism for evaluating the conformity, implementation and effectiveness of a management system. The system may relate to any discipline, such as quality, environment, occupational health and safety, information security, human resources, energy, or another organizational discipline. The auditor compares objective evidence with defined audit criteria. The result of this evaluation may indicate conformity, nonconformity, risks, opportunities for improvement, or other findings.

Among these, nonconformity has a special significance.

A nonconformity is not simply something that an auditor does not like or something that could have been done better. It is a finding supported by objective evidence showing that a specified requirement has not been fulfilled.

The value of identifying a nonconformity, however, goes much beyond recording a failure. A well-understood and properly analysed nonconformity can become an important input for correction, corrective action, risk reduction, prevention of recurrence and continual improvement.

Regards,

Keshav Ram Singhal 

POSH Awareness Training Handbook

POSH Awareness Training Handbook - Kindle Edition

(Meant for Indian Organizations) 

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A practical, easy-to-understand guide designed to help employees, managers, and Internal Committee members understand and implement the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 — popularly known as the POSH Act.

This Handbook has been developed to create awareness and promote a culture of dignity, respect, and safety at the workplace. It is written in simple and clear language so that every reader can easily understand their rights, responsibilities, and the correct way to handle issues related to sexual harassment.

What you will find inside:

- Clear explanation of what constitutes sexual harassment
- Legal definition under the POSH Act
- Understanding of “Workplace” as defined in the Act
- Rights of women employees and duties of employers
- Constitution and functioning of the Internal Committee (IC)
- Specific chapter on Filing a Complaint
- Conciliation and inquiry process
- Case studies
- Lessons learned
- Sample POSH Policy, Complaint Form, and IC Constitution Order
- Important resources including SHe-Box and helpline numbers
- Multiple Choice Questions (MCQs) with answers for self-assessment
- Post Training Assessment Questionnaire

The Handbook also covers the key recommendations of the National Commission for Women (NCW) Advisory of June 2026.

Whether you are an employee, a manager, an HR professional, or a member of the Internal Committee, this Handbook will serve as a ready reference and practical training resource.

Build a safer and more respectful workplace.

Awareness is the first step towards prevention.

Developed with the aim of spreading awareness on the POSH Act across Indian organizations.

Available on Amazon. Klick Here

Thanks,

Keshav Ram Singhal 

Human Resource Management System (HRMS) and the PDCA Cycle

Human Resource Management System (HRMS) and the PDCA Cycle

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Most modern Management System Standards (MSS), such as ISO 9001, ISO 14001, and ISO 45001, are based on the Plan-Do-Check-Act (PDCA) cycle. Similarly, ISO 30201:2026, the Human Resource Management System (HRMS) standard, is also based on the PDCA cycle. The HRMS follows the PDCA (Plan-Do-Check-Act) cycle:

* P (Plan) – Planning – The processes, policies, objectives, and performance criteria required for the Human Resource Management System are established. The organizational context is analyzed; HR management risks and opportunities are determined and assessed; and the HR management policy and objectives are established.

* D (Do) – Implementation – The HR management policy, objectives, and planned processes are implemented. Necessary resources are made available, and recruitment, development, engagement, and other HR processes are managed.

* C (Check) – Checking and Evaluation – The performance of the Human Resource Management System (HRMS) is monitored, measured, analyzed, and evaluated. The results are reviewed and reported as appropriate.

* A (Act) – Improvement – Based on the results obtained, necessary corrective actions and other improvements are taken to continually improve the performance and effectiveness of the Human Resource Management System.

Effective implementation of the PDCA cycle is an important means of enhancing the effectiveness of the Human Resource Management System (HRMS), achieving its objectives, and ensuring continual improvement.

Regards,

Keshav Ram Singhal

Understanding Statistical Tools and Techniques - 1 - The 'DRIVE' Problem-Solving Approach

Understanding Statistical Tools and Techniques - 1 - The 'DRIVE' Problem-Solving Approach

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'DRIVE' is a structured problem-solving methodology designed to help organizations analyze challenges and systematically improve their operational processes.

The acronym DRIVE stands for Define – Review – Identify – Verify – Execute. The framework follows these essential steps:

• D – Define: Establish the scope of the problem and set clear success criteria, including key deliverables and measurable target outcomes.

• R – Review: Assess the current situation, analyze the background, and gather relevant performance data to pinpoint root causes and potential areas of improvement.

• I – Identify: Brainstorm and determine viable solutions or process changes needed to rectify the identified problem.

• V – Verify: Evaluate and confirm whether the proposed solutions will realistically achieve the predefined success criteria before full implementation.

• E – Execute: Plan and implement the chosen solutions, track the transition, and continuously check the results against performance targets.

Case Study: Application of DRIVE Methodology in School Management

Upon announcing the results of the first assessment test, a school management observed a concerning trend: 50% of the students had failed in Mathematics, whereas the pass rate in other subjects ranged between 95% and 100%. To resolve this issue, the management applied the 'DRIVE' framework:

• Define:

• Scope of the Problem: 50% of students failed the First Assessment Test in Mathematics.

• Success Criteria: At least 95% of students should secure good marks in Mathematics in the upcoming assessment.

• Review:

• Current Situation: Students perform exceptionally well in all other subjects except Mathematics.

• Background & Root Cause: The regular Mathematics teacher resigned in July. The subject was being temporarily managed by non-specialist teachers.

• Problem Area: A shortage of staff—the school required three Mathematics teachers but had only two. The formal recruitment process (newspaper advertisement and candidate selection) had not yet been initiated.

• Identify:

• Initiate an expedited recruitment process with a strict timeline.

• Arrange a temporary deputation/visiting teacher from a neighbouring school to bridge the immediate gap.

• Conduct extra weekend classes on Sundays using the two available internal teachers, supported by additional remuneration.

• Verify:

• The management evaluated the proposed temporary measures (visiting teacher + extra Sunday classes) and confirmed that these actions would adequately cover the syllabus backlog and meet the target 95% pass rate.

• Execute:

• The management contacted nearby schools, and one institution agreed to depute a Mathematics teacher for one month.

• Sunday remedial classes were successfully started with the internal faculty.

• Simultaneously, the formal recruitment process was launched, leading to the appointment of a qualified full-time Mathematics teacher within a month.

Conclusion: By systematically employing the DRIVE problem-solving approach, the school management successfully streamlined its academic process, bridged faculty gaps in a timely manner, and safeguarded student outcomes.

Regards,

Keshav Ram Singhal 

Old Blog Post Link

India Moving Towards Quality — Now Tea Too Bears a Mark of Quality

India Moving Towards Quality — Now Tea Too Bears a Mark of Quality 

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Tea is a popular beverage in our daily lives. Now, a significant initiative has been taken to further strengthen the quality, testing, and traceability of Indian tea.

The Tea Mark is a voluntary quality certification and assurance scheme launched by the Tea Board of India. Its objective is to provide a reliable and consumer-visible quality and traceability mark for tea sold in the domestic market.

The Tea Mark indicates that the tea has been tested and verified according to prescribed procedures and complies with applicable control orders and FSSAI parameters. This provides consumers additional confidence regarding the quality of the tea.

An important aspect of this scheme is Supply Chain Traceability. This scheme will make information related to the tea supply chain more transparent and help trace information related to the source and processing of tea.

Another important aspect of the Tea Mark is quality control. The certification process includes procedures such as prescribed testing, inspection, and batch permission. The Tea Board has issued guidelines and Standard Operating Procedures (SOPs) for this purpose. The Tea Mark Licensing Portal and the ‘Tea Marketplace’ portal became operational online in July 2026.

This certification is optional. Obtaining the Tea Mark is not mandatory for tea manufacturers, and the scheme does not impose any restrictions on the general sale or distribution of non-certified tea. The scheme is available to eligible tea manufacturers registered under the Tea (Marketing) Control Order, 2003.

The Tea Board has also released a list of FSSAI-notified and NABL-accredited laboratories for testing tea samples. The list, dated July 9, 2026, lists such laboratories for testing tea samples under the Tea Board's jurisdiction.

Thus, the Tea Mark is not just a logo, but an important initiative towards quality assurance and traceability. It can help promote quality, transparency, and consumer confidence in the Indian tea industry.

India Moving Towards Quality—Tea Too Now Has a Mark of Quality. 

Guidelines, Standard Operating Procedure (SOP), Licensing Portal, and other official information related to the Tea Mark are available on the Tea Board of India website.

Regards,

Keshav Ram Singhal 

Human Resources Management Systems

Human Resources Management Systems

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International Organization for Standardization (ISO) published the ISO 9001, ISO 9002, and ISO 9003 international standards for quality management in 1987. Subsequently, numerous international standards for various management systems have been published, and the number of these standards continues to grow. On June 22, 2026, ISO published the first international standard on Human Resources Management Systems (HRMS), ISO 30201:2026. It describes the requirements for a Human Resources Management System (HRMS). It helps organizations of all sizes, whether public or private, establish consistent human resources management processes, align workforce goals with business strategy, and improve employee well-being. This document is a requirements-based management system standard (MSS) that focuses on human resource management. This standard document is developed by Technical Committee ISO/TC 260.

An effective human resource management system (HRMS) is essential for ensuring optimal performance by utilizing the full potential of an organization's workforce. Human resources are a vital resource for all organizations, and their effective management is essential for achieving organizational goals.

This standard document outlines human resource management principles, describes expectations for a human resource management system (HRMS), and provides examples of how the principles and expectations can be applied. An effective HRMS provides continuous benefits to workers, the organization, and the community in which they work. Here, workers refer to all individuals working for an organization, whether employees, contract workers, or other types of workers.

This standards document describes expectations for a Human Resource Management System (HRMS) that helps an organization:

- Create stakeholder value through the effective use and continuous improvement of the HRMS, including the acquisition, development, and deployment of workers;

- Integrate the HRMS into the organization's overall management system, including risk management;

- Demonstrate its ability to consistently manage its workforce in a way that helps meet stakeholder expectations, including achieving the organization's objectives and addressing worker and employer expectations;

- Positively impact human capital, the collective knowledge, skills, experience, and abilities of the organization's workforce.

This standard applies to organizations of all sizes, types, and sectors, whether public or private, for-profit or not-for-profit. This standard document does not define an organization's strategy and objectives.

An organization implementing this standard can contribute to the United Nations (UN) Sustainable Development Goals (SDGs), namely SDG3, SDG4, SDG5, SDG8, SDG9, and SDG10. The HRMS described in this standard is based on the Plan-Do-Check-Act (PDCA) cycle.

This standard describes eight guiding principles for human resource management (HRM) that serve as a foundation for effective human resource management (HRM) and can contribute to a positive and productive organizational culture. Guiding principles for human resource management (HRM) support an organization's strategic goals and role in society, including social, economic, and environmental responsibilities. This standard does not replace labour laws, collective bargaining, trade union arrangements, or employee representation systems prevalent in any country.

Although certification is not a requirement of this standard, an organization may obtain ISO 30201:2026 Conformity Certification from an accredited certification body.

Regards,

Keshav Ram Singhal

A small change in process can yield big results

A small change in process can yield big results

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A salon owner was extremely worried that the number of customers he was seeing was steadily declining. The salon had the same skilled staff and the same rates, yet people weren't coming. He couldn't understand why. Previously, the salon was always full, with people eagerly awaiting their turn, but now the waiting chairs were empty. Sensing his concern, he shared his problem with his son. The son spent two days in the salon—Saturday and Sunday—deeply understanding the situation and then made a small change. He placed a QR code outside the shop, which read: "Scan and enter your mobile number to book your appointment. You'll receive a message 15 minutes before your turn."

The father was astonished, as within a few days, the salon began to see a surge of customers again. When the father thanked his son and told him this, the son smiled and said, "Dad, people don't like to wait unnecessarily anymore. They didn't want to waste their time sitting in the salon, so I made a small change, not to the service, but only to the process."

This incident simply and effectively underlines the truth that "times are changing, and customer expectations are constantly changing." Whether in business or everyday life, sometimes, despite the quality and price of service remaining constant, people's interest begins to wane. This isn't because of a decline in the quality or product, but because society's priorities and ways of spending time have changed.

Three key life lessons emerge from this story:

1. Respect the value of time - In modern life, 'time' is the most precious asset. Customers demand quality as well as saving their time. Here, the service hasn't changed; only the customer's valuable time has been saved—and this has become the foundation of success.

2. Incorporating New Thinking and Technology - When traditional methods become ineffective, a new-age perspective and modern technology (such as digital booking or QR codes) can inject new energy into any system.

3. Micro Process Optimization - The problem often lies not in our skills or intentions, but in our way of doing things. Even a small improvement in the right direction can yield far-reaching results.

Regards,

Keshav Ram Singhal

New Name of the Blog

New Name of the Blog

Since the publication of the ISO 9000 family of international standards in 1987—including ISO 9001, ISO 9002, and ISO 9003 for quality management—the International Organization for Standardization (ISO) has developed a wide range of Management System Standards (MSS) covering diverse fields. The number of these international standards continues to grow as organizations worldwide seek structured approaches to improve performance, sustainability, security, safety, and governance.

Keeping this evolution in mind, we have renamed our blog from "Quality Concepts and ISO 9001 QMS Awareness" to "Quality Concepts and Management Systems Awareness." The new name better reflects the broader scope of management system standards and our commitment to sharing knowledge beyond ISO 9001.

Under this new identity, we will continue to publish awareness articles, practical guidance, useful information, updates on the latest international management system standards, and insights into their real-world applications across various management disciplines.

We sincerely hope that our readers will appreciate this change and continue to extend the same encouragement and support that they have always given us. Your valuable suggestions, comments, and feedback are most welcome as we move forward on this expanded journey of knowledge sharing.

Regards,

Keshav Ram Singhal

Should the PDCA Cycle Now Be Viewed as the PDCI Cycle?

Should the PDCA Cycle Now Be Viewed as the PDCI Cycle?

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The Plan–Do–Check–Act (PDCA) Cycle has been the cornerstone of Quality Management and various Management Systems for several decades. Today, almost all management system standards—including ISO 9001, ISO 14001, ISO 45001, ISO 50001, and ISO 27001—are built around this fundamental concept. 

A thought-provoking question arose during an informal discussion recently: Should the final stage of the PDCA Cycle, "Act," be expressed more explicitly as "Improvement"? Is it time to view the cycle as PDCI (Plan–Do–Check–Improvement)?

Through this article, I attempt to present an analysis of this idea.

Historical Significance of the PDCA Cycle 

The PDCA Cycle was developed to provide a systematic approach to quality improvement. Its four stages are:

• Plan – Establish objectives and develop the plan.

• Do – Implement the planned activities.

• Check – Monitor, measure, and evaluate the results.

• Act – Take appropriate actions to implement improvements.

This globally accepted cycle has made a significant contribution to developing a culture of continual improvement in organizations across the world.

Is the Word "Act" Sufficiently Clear?

Practical experience shows that many participants in training programmes interpret the word "Act" simply as "taking action."

In reality, it encompasses much more:

• Corrective action

• Necessary changes

• Standardization of successful practices

• Beginning the next cycle of improvement

In other words, the real objective of the Act phase is Improvement.

The Perspective of ISO Management System Standards

In today's ISO Management System Standards, Improvement has been given an independent and highly significant place. Almost every management system ultimately aims at:

• Continual Improvement

• Improved Performance

• Effective Management of Risks

• Fulfilment of the needs and expectations of customers and other Interested Parties

From this perspective, the term Improvement has become more prominent than ever before.

A Proposal: The PDCI Cycle

If the final stage is expressed directly as Improvement, the cycle becomes:

Plan → Do → Check → Improvement

This immediately conveys that the ultimate objective of every management system is not merely to take action but to achieve measurable improvement. 

Should PDCA Be Replaced? 

In my opinion, the answer is no. There are several reasons:

• The PDCA Cycle is a globally recognized and well-established model.

• Improvement is already inherent within the Act stage.

• Changing internationally accepted standards, literature, and training material would neither be practical nor necessary. 

Instead, training, writing, and awareness programmes may explain the final stage as: 

Act = Improve + Standardize + Learn

or

PDCA = Plan – Do – Check – Act for Improvement 

This approach preserves the traditional model while making its true intent much clearer. 

Conclusion 

The PDCA Cycle remains a globally accepted model for Quality Management. There is no need to replace it. However, its interpretation can be explained more clearly in today's context. 

If the term PDCI helps learners and practitioners better understand that the ultimate objective of every management system is Continual Improvement, it may be presented as a conceptual model for discussion and learning. 

Although this is only a conceptual proposal, it may encourage meaningful discussion among quality professionals and contribute to the continued evolution of management system thinking. 

Disclaimer 

This article presents the personal views of the author. It is not intended to replace the established PDCA concept, but rather to stimulate discussion on whether the underlying purpose of the "Act" stage—Continual Improvement—can be communicated more explicitly. 

Regards, 

Keshav Ram Singhal