How do you integrate iso 9001 with other quality standards or frameworks?

When we talk about the integration of different ISO standards - MSS (management systems standards), the integration is relatively easy. ISO standards have up to a third of identical text and a given structure. Integration then brings the advantages mentioned above and, as a result, considerable time and money savings in audits as well as training. Some systems can be trained at the same time because they have many things in common. If we consider the integration of ISO 9001 and other frameworks, this is also possible and desirable. I am currently studying the integration of the linkages and synergies between ISO 9001 and the ESG reporting requirements. I see a lot in common not only with ISO9001, but also with ISO 14001, 45001, 37001...

Based on my professional background, I firmly believe that a successful project execution requires a well-defined plan. This includes task allocation, resource management, and a timeline for completing project milestones. A focused execution strategy ensures that the project stays on course and meets its objectives within the specified timeframe.

A ISO 9001 é uma norma internacional que estabelece diretrizes para a gestão de qualidade em organizações, visando a melhoria contínua e a satisfação dos clientes. Possibilita um sistema de qualidade robusto e que assegura a qualidade do produto ou serviço ofertado.

All systems are integrated, how can they not be. The standards are not necessarily relevant to this question. You cannot have multiple systems for a business as all processes need to be integrated. It is one system. It is common sense and practical good business practice. Don’t allow the standards to complicate things when in reality they should be making life easier and uncomplicated.

In my opinion, the first step of integrating ISO 9001 in any kind of organization of any size is for the top management to get ready for having new workflows in their whole organization's parts.

La structure commune High-Level Structure (HLS) adoptée par plusieurs normes ISO, y compris l'ISO 9001, facilite l'intégration des systèmes de management. Cette approche uniforme pour la conception des normes simplifie la mise en œuvre simultanée de plusieurs systèmes, réduisant la complexité et permettant une gestion plus efficace des processus, des documents et des audits. La HLS favorise une approche cohérente, ce qui simplifie l'harmonisation des exigences et des éléments communs entre différentes normes, facilitant ainsi l'élaboration d'un Système de Management Intégré (SMI). Parmis les normes qui resepcetent cette structure ISO14001, 45001, 27001 , 50001 , 22000, 13485 et la liste est longue.

If it’s difficult, then the ISO 9001 implementation is likely not valuable. It is generally either or all of the following: - Over cluttered with unnecessary documents - Restricted from over-processing - Not lead (partially or wholly) by the leadership team - Subject to a poor organisational culture - Not profitable or at least covering its cost - Not understood or embraced by the whole operation - Not clear with the true objectives that it has to achieve I’d suggest reviewing the above - and identifying the causes for difficulty and resolving or dissolving those. Then, the business will be in a key position to integrate other requirements with ease.

A gap analysis must be performed to determine which standard will cover which quality activities. This activity usually leads to the development or updates of quality documentation and other methodologies. Upper management buy in is thus indispensable, re-training of QA personnel and close accompaniment of other project stakeholders becomes the best delivery mechanism for the updated QA objectives. A cultural change is required, delivering convincing reasons for the "What's in it for me?" or WIIFM benefit of the added or modified QA objectives.

I would like to add that Annex SL just define the harmonized structure of ISO management systems standards. It means that all these standards have one third of identical text and identical structure. Chapter 4 - context of the organization, 5 - Leadership etc.

La norma ISO 9001 es fácilmente integrable con otras normas de la familia de ISO pues su estructura está ideada para una fácil comprensión e integración con otras normas. Recomiendo revisar el contenido de las normas a integrar, identificar los requisitos que guardan relación o se integran entre sí y definir un plan de integración para facilitar la implementación. También puedo decir, que la ISO 9001 es fácilmente integrable con otros métodos o marcos de trabajo, como la gestión de proyectos ágiles, que también tiene un enfoque dirigido hacia la mejora continua. Basta con entenderlas para adaptar su integración y sobretodo, lo más importante, contar con apoyo de la dirección y sensibilizar y capacitar al personal de la organización.

I´m little bit confused. What has Annex SL to do with Deming´s cycle? Annex SL makes adoption of multiple management system standards by one manufacturer easier and ensures that the business impact is more positive.

Having a common structure, language, and terminology for QMS documentation is one of the best ways to get started, using experts at this time will save a lot of time and resources for organizations.

The easiest way to implement ISO 9001 is to NOT implement ISO 9001 - instead, focus on building the business. The second an organisation tries to implement a standard, is the second it loses its effectiveness. Annex SL, PDCA, Demming method and all of the other models are simply frameworks for how to enact Quality - they are not what Quality is. Also - remove the silly jargon. Things like Interested Parties, Internal Audit, Customer Satisfaction, Management Review, Continual Improvement (to name a few)- are all terms that are used because either the standard, or the auditor, or both - say so. The business must focus on what works for them their team and their customer. That’s how you get buy-in and set it up for success!

A lot of customers ask for it so I would like to clarify here: ISO 26000 couldn´t be certified. If somebody offer you the certification - be carefull please. It is just a guidance.

Each one of those standards has similarities and differences with ISO 9001. Having worked with, consulted to and audited against ISO 14001, ISO 45001, ISO 27001, ISO 22301, ISO 37000, ISO 55001, ISO 3834.2, ISO 22716 & ISO 31000 - I can tell you, the more you try and do, the harder it becomes. That’s why having an effective ISO 9001 implementation is critical - unfortunately the standard doesn’t actually tell you explicitly how to do it, so it takes a perspective that is beyond the requirements and the certification itself

I am working in the food & beverage company and we have successfully integrated ISO 9001 with ISO 14001 for environmental management and ISO 22000 for food safety those combinations are helping us to reach our company quality goals and continuously working and improving our QMS.

ISO 9001 and 14001 have a lot in common and very similar core, each of them would be an excellent foundation for another one.

To integrate between different ISO standards, you have to perform gap analysis while you define your scope of work and quality standards, all scope of works should be matched or circled for customer satisfaction, follwing specs, method statements and standards.