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The importance of Top Management in a Quality Management System

It's approaching the 30-year mark since the creation of the ISO 9001 standard. Over the course of these three decades, its requirements have evolved from the concept of guaranteeing quality to managing quality.

HOW TO ACE AN AUDITThe standard itself evolved from being a static model to a dynamic management model. In other words, from a standard with an essentially operational focus on the harmonisation of processes - "write how it is done and do how it has been written" - to a standard focused on the organisation's strategic planning.


What TOP managers should take into account? A standard that, over the course of its different versions, has established requirements that increasingly focused on the administration of the organisation in its broadest sense. The 2015 version of the ISO 9001 standard emphasised this trend and clearly established three levels of management - strategic, tactical and operational. Operational management has been known since the first version in 1987 and tactical management, corresponding to the management of the processes, was introduced from the 2000 version and included process monitoring and mediation requirements, process indicators, analysis and improvement goals. However, in the 2015 version of the standard, strategic guidance and sustainable success concepts began to emerge, as did strategic planning as a means to guarantee the organisation's sustainability. This is now expressly stated in the ISO 9001:2015 standard. “The adoption of a quality management system is a strategic decision for an organisation that can help improve its overall performance. In addition to this, promote a solid base for sustainable development initiatives."


As it could only be, the strategic planning of a company falls to the management of the company at its highest level, or, "usually", to the organisation's Top management. In line with this, the standard sets out how this is the responsibility of Top management: "To ensure the incorporation of quality management system requirements into the organisation's business processes." Here, attention ought be drawn to the use of the term "business processes",  which is clarified broadly in one of the provisions of the standard as being activities central to the purpose for which the organisation exists.


Whilst it is clear that none of the previous versions of the ISO 9001 standard waived the participation of Top Discover our e-learning ISO 9001:2015management it is also clear that in none of the previous versions was such an importance placed on the direct participation of Top management in leading the organisation's quality management system. Nor could it be different when the ISO 9001:2015 standard reinforces the notion of a quality management system as an integral part of the organisation's business processes.






Certification Audit ISO 9001:2015Transition Pack Gold ISO 9001:2015Transition Pack Silver ISO 9001:2015Transition Pack Bronze ISO 9001:2015