The document provides an overview of ISO standards, particularly the ISO 9000 family, focusing on ISO 9001:2008 for quality management systems. It outlines the benefits of pursuing ISO 9001 certification, the structure and implementation steps required, and highlights the improvements and efficiencies gained by companies through this process. It also suggests that organizations consider ISO 26000:2010 for guidance on social responsibility, which can enhance brand value.

1. INTRODUCTION TO “ISO”
 WHAT IS ISO?
 ISO BACKGROUND
 ISO MISSION
 ISO STANDARDS & TYPES

2. What is ISO 9000 family?
 ISO 9000:2005 – Fundamentals and Vocabulary
 ISO 9001:2008 – Quality Management Systems – Requirements
 ISO 9004:2009 – Quality Management Systems – Guidelines for performance
improvements
 ISO 19011: 2011 – Guidelines for quality and/or environmental management
systems auditing
What is ISO 9001:2008?
 It sets out the criteria for a quality management system and is the only
standard in the family that can be certified to (although this is not a
requirement).
 ISO over one million companies and organizations in over 170 countries
implement 9001:2008.

3. Why should a company pursue ISO 9001
registration?
Irwin Publishing completed a survey to which 1,880 ISO 9001 certified
companies responded. The companies were questioned on their most
significant external benefit realized from certification. These were the results:

4. In that same Irwin Publishing/ McGraw-Hill survey, the companies responded
that their most significant internal benefit realized was:
Insert internal benefits chart

6. ISO 9001:2008 Structure :
Management Responsibility
1. Management commitment
2. Customer focus
3. Quality policy
4. Planning
5. Administration
6. Management review
Resource Management
1. Provision of resources
2. Human resources
3. Facilities
4. Work environment

7. Continued……..
Product Realisation
1. Planning of realisation processes
2. Customer-related processes
3. Design and/or development
4. Purchasing
5. Production and service operations
6. Control of measuring and monitoring Equipment
Measurement, Analysis and Improvement
1. Planning
2. Measurement and monitoring
3. Control of nonconformity
4. Analysis of data
5. Improvement

8. How to begin with the implementation process
1. Identify the people who need to be involved.
2. Review or formulate the element/section policy.
3. Gather all existing, relevant paperwork, such as, data, forms, tags
(project leader arranges for this to be done prior to the group
meeting).
4. Flowchart the existing process, using the paperwork to help identify
the steps.
5. Assess the process to the company's needs.
6. Assess the process to ISO 9001 requirements.
7. Complete a draft of the procedure and review / revise to create a
synthesis of company needs and ISO 9001 requirements.
8. Complete a smooth draft of all documentation.
9. Obtain appropriate internal approval.
10. Release the approved documentation (as outlined in your
Documentation procedure).
11. Implement (educate the people involved in the process).

9. Steps to implement ISO 9001:2008

10. An example of the ISO 9001:2008
documentation structure

11. The Process Approach to implement ISO
9001:2008
Diagram given below shows how ISO 9001 activities reflect the PDCA model

12. Certification
 The various accreditation bodies have mutual there to ensure that
certificates issued by one of the accredited certification bodies (CB) are
accepted worldwide.
 An organization applying for ISO 9001 certification is audited based on an
extensive sample of its sites, functions, products, services and processes.
 The certificate is limited by a certain scope (e.g., production of golf balls)
and will display the addresses to which the certificate refers.
 An ISO 9001 certificate is not a once-and-for-all award, but must be
renewed at regular intervals recommended by the certification body, usually
once every three years.

13. Key Benefits of ISO 9001:2008
 Carefully planned improvements, based on documentation and analysis
 Improves and establishes training processes
 Defines roles and responsibilities
 Greatly increases operational efficiency
 Increases ability to troubleshoot
 Develops and builds relationships that help to retain existing customers
 Provides advantages over competitors that aren't certified ISO 9001:2008
 Builds opportunities for global commerce with international recognition
 Improves customer relations
 Improves relationships with suppliers due to clear, concise production
standards. Provides basis for consistent and fact-based decision making
 Carefully planned improvements, based on documentation and analysis
 Provides for regular audits/reviews of performance

14. Key Learning Points observed in the study:
We observed the needs, procedure of implementation of ISO 9001:2008 and
benefits for the educational institute Dr. V.N.BRIMS. The observation were:
 The need for the organization to go for ISO certification was to maintain and
improve the quality of service they provide.
 For implementing the ISO standards, the approach of the institute was Plan-
Do-Check-Act.
 Benefits of the ISO implementation were limited. It helped them to improve
their internal environment.

15. The suggestions for the Institute from our
study
 We suggest the institute to implement ISO 26000:2010.
 ISO 26000:2010 provides guidance rather than requirements, so it cannot
be certified to unlike some other well-known ISO standards.
 Instead, it helps clarify what social responsibility is, helps businesses and
organizations translate principles into effective actions and shares best
practices relating to social responsibility, globally.
 Institute is already involved in CSR activities.
 Also, it might help to increase the Brand Value of the Institute