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ISO 9001:2015
ISO 9001:2015 Quality
Management System
ISO 9001:2015 Clause 9.2 Internal
Audit
ISO 9001:2015 check list
ISO 9001:2015 Quality Manual
ISO 9001:2015 Documentation
template
Seven principles of Quality
management as per ISO
9001:2015
Process Approach
Risk Based Thinking
Quality Risk Management
Addressing change in ISO
9001:2015
ISO 9001:2015 Clause 4 context
of the organization
Clause 4 -Continued
ISO 9001:2015 Clause 5
leadership
Clause 5 – Continued
ISO 9001:2015 clause 6 planning
ISO 9001:2015 ISO 27001:2013 ISO 14001:2015 IATF 16949:2016 Six Sigma Search
The Eight principles of Quality ISO 27001:2013
Management ISO 27001:2013 Inform
ISO 9001 is based upon the Eight Principles of Quality Management. As well as Security Management 
being guiding principles for the development of the most popular quality
standard, they are also useful resources for management professionals looking ISO 27001:2013 Clause
to implement or improve a quality management program. of the organization
As per as the ISO website these are the following definition of Eight Quality ISO 27001:2013 Clause
Principles. 5 Leadership
Introduction to The Eight Principles of Quality Management
ISO 27001:2013 Clause
6 Planning
The Eight principles of Quality Management  on which the quality management
system standards  of the ISO 9000 series are based. The Eight principles of
ISO 27001:2013 Clause
Quality Management can be used by senior management as a framework to
Information Security o
guide their organizations towards improved performance.
The Eight principles of Quality Management are derived from the collective
ISO 27001:2013 clause
experience  and knowledge of the international experts who participate  in ISO
Technical Committee ISO/TC 176, Quality  management and quality assurance,
ISO 27001:27001 Claus
which is responsible for developing and maintaining the ISO 9000 standards.
Operations
The Eight principles of Quality Management  are defined in  ISO 9000:2005,
Quality management systems – Fundamentals  and vocabulary, and in ISO ISO 27001:27001 Claus
9004:2009, Managing  for the sustained success of an organization – A Performance evaluatio
quality management approach.
This document gives the standardized descriptions of  the principles as they ISO 27001:27001 Claus
appear in ISO 9000:2005 and ISO 9004:2009. In addition, it provides examples of Improvement
the benefits derived from their use and of actions that managers typically take
in applying the principles to improve their organizations’ performance. ISO 27001:2013 Clause
Information security p
A.5 Information securi
ISO 27001:2013 A.6 Or
of information security
ISO 27001:2013 A.6.1.5
Information security in
project management
ISO 27001:2013 A.6.2.1
Device Policy
ISO 27001:2013
A.6.2.2 Teleworking
ISO 27001:2013 A.7 Hu
resource security
Clause 6 – Continued
ISO 9001:2015 Clause 7 Support
Clause 7-Continued
ISO 9001:2015 Clause 7.1.6
Organizational Knowledge
ISO 9001:2015 Clause 7.5
Documented Infromation
ISo 9001:2015 Clause 8
Operations
Clause 8 – continued
ISO 9001:2015 Clause 9
Performance evaluation
Clause 9- Continued
ISO 9001:2015 Clause 10
Improvement
Clause 10- Continued
Procedure for control of
documented information
Procedure for context of the
organization
Procedure for Internal QMS Audit
Procedure for Control of Non-
Conforming Output
Procedure for Addressing Risk
and Opportunity
A procedure for Change
Management
Procedure for Correction &
Corrective action
Procedure for Management
Review
Business Development and
Marketing Procedure
Procedure for HR and
Administration
Procedure for Training
Procedure for Equipment
Calibration and Maintenance
Procedure for QA
Procedure for Maintenance
ISO 27001:2013  A. 8 A
management 
ISO 27001:2013 A. 9
Access control
ISO 27001:2013
A.10 Cryptography
ISO 27001:2013 A.11 P
environmental security
ISO 27001:2013 A.12
Operation Security
ISO 27001:2013 A.13
Communications secu
ISO 27001:2013 A.14 S
acquisition, developme
and maintenance
Eight Quality Management Principles
ISO 27001:2013 A.15
Principle 1 – Customer focus Supplier relationships
Organizations depend on their customers and therefore  should understand
ISO 27001:2013 A.16 In
current and future customer  needs, should meet customer requirements
security incident mana
and strive to exceed customer expectations.
ISO 27001:2013 A.17 In
Key Benefits:
security aspects of bus
Increased revenue and market share obtained  through flexible and fast continuity managemen
responses to market opportunities
Increased effectiveness in the use  of the organization’s resources to ISO 27001:2013 A.18 C
enhance customer satisfaction
Improved customer loyalty leading to repeat business. ISO 27001:2013 ISMS M
Application of Principle leads to: Example of Business
Continuity Plan
Researching and understanding customer needs and expectations
Ensuring that the objectives of the organization  are linked to customer
Example for Corporate
needs and expectations
Information Security
Communicating customer needs and expectations  throughout the
Management System
organization
Measuring customer satisfaction and acting on the results Example of Informatio
Systematically managing customer relationships Classification and Han
Ensuring a balanced approach between satisfying  customers and other
interested parties (such as  owners, employees, suppliers, financiers, Example of Email
local communities and society as a whole). security/Acceptable Us
Principle 2 – Leadership Example of IT Access p
Leaders establish unity of purpose and direction of  the organization. They
Example of Clear Desk
should create and maintain the  internal environment in which people can
Screen Policy
become fully involved in achieving the organization’s objectives.
Example of
Key Benefits:
Telecommuting Policy
People will understand and be motivated towards the organization’s goals
and objectives An example of Mobile
Activities are evaluated, aligned and implemented in a unified way Device Policy
Mis-communication between levels of an organization will be minimized.
Examples of Cryptogra
Application of Principle leads to:
control policy
Considering the needs of all interested parties  including customers,
Example of Media
owners, employees, suppliers, financiers, local communities and society as
Handling Policy
a whole
Procedure for Handling of
Customer Complaints.
Procedure for Monitoring &
Measurement of Customer
Satisfaction
Procedure For Review of
Customer Requirements
Procedure for Control of
Customer Property
Procedure for Purchasing
Procedure for Contract
Procedure for Production
Procedure for Project
Management
ISO 14001:2015 EMS
ISO 14001:2015 Environment
Management System
ISO 14001:2015 Life cycle
perspective
ISO 14001:2015 Clause 3 Terms
and definition
ISO 14001:2015 Compliance
obligations and evaluation of
Compliance
ISO 14001:2015 Clause 4 Context
of Organization
ISO 14001:2015 Clause 5
Leadership
ISO 14001:2015 clause 6
planning
ISO 14001:2015 Clause 7 Support
ISO 14001:2015 Clause 8
Operation
ISO 14001:2015 clause 7.4
communication
ISO 14001:2015 clause 7.5
Documented Information
ISO 14001:2015 Clause 9
Performance evaluation
ISO 14001:2015 Clause 10
Improvement
Establishing a clear vision of the organization’s future Example of Password
 Setting challenging goals and targets Management Policy
Creating and sustaining shared values, fairness and ethical role models at
all levels of the organization Example of Virus/malw
Establishing trust and eliminating fear Prevention Policy
Providing people with the required resources, training and freedom to act
with responsibility and accountability Example of Backup Po
Inspiring, encouraging and recognizing people’s contributions.
Example of Business C
Principle 3 – Involvement of people Management Policy
People at all levels are the essence  of an organization and their full Example of Disaster
involvement enables their abilities to be used for the organization’s benefit. Recovery Policy
Key Benefits:
Example of Change Ma
Motivated, committed and involved people within the organization Policy and Procedure.
Innovation and creativity in furthering the organization’s objectives
People being accountable for their own performance Example of Informatio
People eager to participate in and contribute to continual improvement. incident management
and procedures
Application of Principle leads to:
Example of Physical
People understanding the importance of their contribution and role in the
Security Policy
organization
People identifying constraints to their performance
Example of Third Party
  People accepting ownership of problems and  their responsibility for
Access Policy
solving them
  People evaluating their performance against  their personal goals and Example of Policy on U
objectives Network Resources an
People actively seeking opportunities to enhance  their competence,
knowledge and experience Example of Outsourcin
People freely sharing knowledge and experience Supplier Policy
 People openly discussing problems and issues.
Example of Risk
Principle 4 – Process approach Management Policy
A desired result is achieved  more efficiently when activities  and related
Example of Software
resources are managed as a process.
installation policy
Key Benefits:
Example of Laptop
Lower costs and shorter cycle times through effective use of resources Security Policy
Improved, consistent and predictable results
 Focused and prioritized improvement opportunities. Example of Anti-Spam
Unsolicited Commercia
Application of Principle leads to:
(UCE) Policy
Systematically defining the activities necessary to obtain a desired result
  Establishing clear responsibility and accountability  for managing key Example of Website
activities Security Policy
 Analyzing and measuring of the capability of key activities
Example of Technical
 Identifying the interfaces of key activities within and between the functions
Vulnerability Managem
of the organization
 Focusing on the factors – such as resources methods, and materials – that
Example of System
will improve key activities of the organization
Monitoring Policy
  Evaluating risks, consequences and impacts  of activities on customers,
suppliers and other interested parties. Example of Complianc
Principle 5 – System approach to management
User Registration & De
Identifying, understanding and managing  interrelated processes as a system registration Procedure
contributes to the organization’s effectiveness and efficiency  in achieving its
objectives. Example of
Disciplinary procedure
Key Benefits:
Example of Capacity
Integration and alignment of the processes  that will best achieve the
Management procedu
desired results

ISO 45001:2018 OH&SMS
ISO 45001:2018 OH&SMS
ISO 45001:2018 GAP ANALYSIS
TOOLS
ISO 45001:2018 Clause 4:
Context of the Organization
ISO 45001:2018 Clause 5:
Leadership and worker
participation
ISO 45001:2018 Clause 6:
Planning
ISO 45001:2018 Clause 7:
Support
ISO 45001:2018 Clause 8
Operation
ISO 45001:2018 Clause 9
Performance Evaluation
ISO 45001:2018 Clause 10
Improvement
IMS Manual (ISO 9001:2015, ISO
14001:2015 and ISO 45001:2018)
EHS Documentation Template
Procedure for Identification and
Evaluation of Environmental
Aspects.
Procedure for Hazard
Identification, Risk Assessment,
And Determining Controls
Procedure for Identification Of
Legal And Other Requirements
Procedure for Identification Of
EHS Objectives, Targets, and
Programs
Procedure for Resources, Roles,
Responsibility, Accountability,
and Authority.
Procedure for Competence,
Training, and Awareness.
Procedure for Communication,
Participation and Consultation
Procedure for establishing
Operational Control
Procedure for Emergency
Preparedness And Response
Ability to focus effort on the key processes Example of Informatio
Providing confidence to interested parties  as to the consistency, Operations
effectiveness and efficiency of the organization. Management Procedu
Application of Principle leads to: Example of Data recov
process
Structuring a system to achieve the organization’s  objectives in the most
effective and efficient way
  Understanding the inter-dependencies between  the processes of the
system Six Sigma
Structured approaches that harmonize and integrate processes
Providing a better understanding of the roles and responsibilities necessary
What is Six Sigma
for achieving common  objectives and thereby reducing cross-
functional barriers
Statistics in Quality
Understanding organizational capabilities and  establishing resource
constraints prior to action Commonly Used Distri
Targeting and defining how specific activities  within a system should Six Sigma
operate
Continually improving the system through measurement and evaluation. Business Process Man
Principle 6 – Continual  improvement Kaoru Ishikawa’s Basic
Continual improvement  of the organization’s overall performance   should be a Tools
permanent objective of the organization.
The seven new manag
Key Benefits: planning tools
Performance advantage through improved organizational capabilities Voice of the Customer
Alignment of improvement activities at all levels  to an organization’s
strategic intent VOC Data collecting to
Flexibility to react quickly to opportunities.
Project Charter
Application of Principle leads to:
Quality Function Deplo
Employing a consistent organization-wide approach  to continual
improvement of the organization’s performance
Benchmarking
Providing people with training in the methods  and tools of continual
improvement Team Management in
Making continual improvement of products,  processes and systems an improvement Projects
objective for every individual in the organization
Establishing goals to guide, and measures to track, continual improvement Team Managements S
 Recognizing and acknowledging improvements.
Team Management To
Principle 7 – Factual approach to decision making
Process Analysis Tools
Effective decisions are based on the analysis of data and information
Key Benefits: Process Capability
Informed decisions Regression Analysis
An increased ability to demonstrate  the effectiveness of past
decisions through reference to factual records Hypothesis Testing
 Increased ability to review, challenge and change opinions and decisions.
Statistical Process Con
Application of Principle leads to:
Measurement Systems
Ensuring that data and information are sufficiently accurate and reliable
Making data accessible to those who need it
Measurement System
Analyzing data and information using valid methods
  Making decisions and taking action based on factual  analysis, balanced Lean Enterprise
with experience and intuition.
5S-Sort, Shine, Set in o
Principle 8 – Mutually beneficial supplier relationships
Standardize, and Susta
An organization and its suppliers are interdependent and a mutually beneficial 
relationship enhances the ability of both to create value Total Productive Maint
Key Benefits: Poka-Yoke
Increased ability to create value for both parties The Kanban System
Procedure for Evaluation of
Compliance
Procedure for Incidents
Investigation, Non-Conformity,
and Corrective Action
EHS Guidelines For Contractors /
Flexibility and speed of joint responses to changing  market or customer
needs and expectations Kaizen
 Optimization of costs and resources.
One Piece Flow
Application of Principle leads to:
Analysis of Variance – A
Establishing relationships that balance short-term  gains with long-term
considerations
Multivariate analysis
• Pooling of expertise and resources with partners

Sub-Contractors & Service

• Identifying and selecting key suppliers
Nonparametric Tests
Providers
• Clear and open communication

• Sharing information and future plans

Design for Six Sigma
Emergency Preparedness Plan
• Establishing joint development and improvement activities

Design of Experiments
Example of Format of Legal • Inspiring, encouraging and recognizing  improvements and achievements by
Register suppliers.

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