Of course, you want to be on top of your qualities, but you also want to prevent quality management to degenerate into checklists and extensive manuals. Can you meet the revised ISO-norm 9001:2015 without all the piles of paper? How do you noticeably improve your organization and do you become ISO-proof incidentally (in that order)?
ISO establishes the quality of your organization, to make sure everything is in order and you can prove this as well. Ideally, this is how you improve your company. Unfortunately, this almost never works out that way. It is established that quality management often gets bogged down in bureaucracy, because ISO is unrelated to the goals of the organization. This is the reason for ISO to re-establish their values. The new ISO 9001 for quality management is noticeably different than the previous version from 2008, which has been invalid since September 15, 2018.
The new ISO 9001:2015 norm assumes that everything begins with vision and strategy. The norm is based on the so-called High-Level Structure (HLS), which are the core criteria a management system has to adhere to. Another difference with the previous versions of ISO is that organizations are no longer tested on standard procedures in a quality manual, but they have to show how they put processes into practice.
The new norms are a good improvement. But if you want to meet the ISO 9001 criteria, you have to ask yourself whether you want to invest in things such as process models that are necessary just for the ISO. A better approach to passing the criteria, is to change fundamentally improve your organization, e.g. using the iPM-Method. This method allows you to involve your employees in the desired changes. Incidentally, you will meet all the ISO 9001 criteria. An ISO-auditor who visited Berkvens, one of our clients, seconds this.
Berkvens does well during audits, because the company works according to the iPM-Method. This is why this company meets all ISO 9001 criteria, e.g. chain approach, adjusting high-frequently using management boards, and getting all employees engaged in processes. Frank Houben applied the iPM-Method at his company, Berkvens, says: “I have never had such a relaxed audit-week. We did not have to work hard to meet the criteria of the new norm.”