Getting ISO 9001 Certified: Obstacles and Solutions

ISO 9001 Certified

When we are aware of the obstacles impeding our progress, we may create adequate goals and devise plans of action to eliminate them. 

The following are the main issues that businesses have when implementing ISO and can help you with solutions to achieve certification for ISO 9001:

The Justification For ISO Certification Is Weak.

This can result from current clients not requesting or needing ISO certification. Some recent clients may now request ISO certification from their suppliers without putting pressure on them to comply with the same.

Without requiring ISO 9001 certification, some customers may conduct audits to manage risks and work with suppliers to enhance their quality systems. When a customer requests it, failing to obtain ISO certification puts the long-term partnership in danger. The perceived risk may not be strong enough for certain businesses to support the need for ISO certification.

Making It Possible

You could employ a different strategy to overcome this challenge. Check out from the sales department what possibilities for business were discussed but not pursued, as well as whether a client inquired about your company’s ISO 9001 certification. While it might not be the main cause, it could contribute to losing a business opportunity.

It is possible to demonstrate the cost-benefits of these missed chances to persuade management to back up the change to expand commercial opportunities. You may gain a sales ally and push for ISO 9001 certification, even if only 10% of the business possibilities missed over the past year or two may be unrelated to not being ISO certified.

Reticence To Change Brought On By Anxiety And Incorrect Beliefs About ISO Certification

The company’s and management’s resistance to change could be another issue. Learn about the concerns and opinions of management on getting certified for ISO 9001.

  • Do they believe the business to be too tiny for ISO?
  • Do they worry about too much documentation?
  • Do they worry about losing innovation and flexibility?
  • Do they believe that ISO 9001 hinders or detracts from the company’s primary business operations?
  • Do they worry that management is not how ISO 9001 “operates” business?
  • Does management not comprehend the goals and advantages of ISO 9001?

Overcoming Resistance and Fears  

Even though these impressions are true, there are practical approaches to adopting quality management systems (QMS), and it may begin with raising knowledge of the criteria of ISO 9001 or with an executive overview to help management better see and comprehend the significance and advantages of getting ISO certified.

Bad implementation of ISO 9001 can lead to the problems outlined. If implemented properly, ISO 9001 shouldn’t hurt the company’s operations. Because there are examples of inadequately implemented or executed quality systems, there is an unfounded worry that a quality system will take over the organisation. Compare your business to other ISO-certified companies to see how the issues were resolved.

Inadequate Management Sponsorship Or Team Support

 Sometimes a firm’s owner would assign the quality manager the duty of obtaining ISO 9001 certification with the hope that they can handle it on their own. They don’t want to deal with the QMS and don’t comprehend the need for an auditor to speak with top management.

An executive perspective and awareness of the aspects of ISO 9001 that have an impact on the leadership team and the ISO expectations — determining the strategic direction, defining business goals and a quality policy, articulating expectations, etc. — would be helpful. The management team may find it useful to see the findings of a gap analysis in order to identify areas where they presently comply with ISO and those where there are gaps.

Process Approach

The process approach is crucial to ISO certification, as it identifies the value stream (from sales to purchasing to receiving supplies, engineering to production to customer delivery). Process mapping interacts with the quality and business systems when properly implemented, so there is no distinction between the two.  

It is simpler to win over support from other departments when the core business processes align with what you do as a business, and it is clear that ISO wants to view this as the core quality system process. The answer isn’t quality if we ask the company who is in charge of the sales, purchasing, manufacturing, or engineering processes. These process owners won’t wait for quality to take ownership of their processes; they will immediately take action.

Procedural Owners

Process owners must comprehend the ISO 9001 requirements that are relevant to them as well as how their business process will be assessed for effectiveness and efficiency.  

Even though employees may have previously worked for ISO-certified businesses, they may never have been in charge of putting ISO 9001 into action from scratch. Being educated on the standard differs from being skilled and knowledgeable enough to comprehend the standard’s flexibility. 

Instead of doing something more inefficient because you believe ISO mandates it, this capability allows you to tailor the standard to your company’s particular culture. You cannot become competent by taking a training course on the standard alone. Similar to how completing a driving education course, practising behind the wheel, passing the driving and written tests, and receiving a licence do not make a new driver competent.

Consulting for ISO 9001

In conclusion, the first step in figuring out how to remove such obstacles is understanding what obstacles your organisation faces in achieving ISO 9001 certification. Consider seeking assistance from outside sources if you are having trouble moving forward. You can reach your goal of ISO 9001 certification with the aid of a competent consultant.

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