Quality ISO 9001

The standard assumes the role of an organizational model: it can be considered a sort of checklist of commitment that must be fulfilled.
Quality is a transversal asset: that of the product / service originates from that of the organization, which arises from people. Talking about quality is therefore focusing on how people work.
The ISO 9001 model is of an almost embarrassing simplicity: the top management plans the goals, defines the resources and the processes; people work by processes; then external and internal controls are carried out; in relation to these measures, it is decided whether to correct, confirm or improve.
It consists of two basic standards:

• ISO 9000: deepens the cultural and managerial bases;
• ISO 9001: indicates "what" an organization must do to promote increased customer satisfaction; is the reference for certification.

This set of rules is a great guide to tidying up. The goal is to reduce waste, optimize resources and, above all, lay the foundations to guide people to be aware of their role: a fundamental step for motivation. The key element of this organizational model is the process (Link to topic 01 - process).
These rules are "generic", that is valid for all types of organizations: private and public, manufacturing and services, small / medium / large. This value is both a strength and a critical point.

• The strength lies in the fact that it generates an ease of dialogue between organizations that apply quality.
• The criticality arises from the interpretation to be given to the contents of ISO 9001: there is a risk of exceeding in superficiality or in-depth analysis.

It is a mistake to think of superimposing a quality management system on the organization's management system: this would create a useless and harmful burden. Instead, it is necessary to review what the organization already does, wearing Quality Glasses. In this way the positive aspects are highlighted, to emphasize them, and the negative ones to activate ways of improvement.