This service is linked to the UN Sustainable Development Goals (SDGs).

ISO 9001 is an internationally recognized standard for quality management and applies to all categories of companies, regardless of type, size and the product or service provided.

ISO 9001 describes a management model that, when applied, ensures the expected quality in the products and services offered by an organization, always with the aim of customer satisfaction.

With over 1.1 million certificates, ISO 9001 certification helps organisations to demonstrate to their customers that they consistently and reliably provide products and services with quality that meets agreed specifications.

The main benefits of ISO 9001 implementation and certification include:

• Enhancing the reputation of the business: ISO 9001 helps to ensure customer confidence by enhancing the reputation of the business for providing quality products and services.
• The company's reputation for providing quality service to its customers is enhanced by ensuring that the company's quality is a guarantee of the quality of its products and services: This certification creates opportunities for exports and international partnerships as it improves the credibility and image of the business.
• Reduction of production costs: By optimizing resource and time management, ISO 9001 leads to economies of scale and cost reduction.
• Employee awareness: it encourages employee involvement and continuous improvement in quality management.
• Increase customer satisfaction: Consistent delivery of products and services that meet customer expectations leads to higher satisfaction and loyalty.
• Continuous process improvement: By using objective monitoring and measurement mechanisms, processes are upgraded and added value is created for the business.

The ISO 9001 standard was introduced in 1987 by ISO (International Organization for Standardization) as a continuation of the British standard BS 5750. The language of this first version of the Standard was strongly influenced by the strict standards of the US military, which is why its application was more accessible to industrial production than to any other sector of economic activity. Although the original intention of the ISO organization was to set, through the application of such a standard, the basic Quality Management Principles to the business community, this did not happen. In the 1994 edition (ISO 9000:1994) a first attempt was made to introduce the concept of 'prevent'. Unfortunately, however, companies were already accustomed to applying the requirements of the standard by creating 'shelves' of procedures that led to bureaucracy. The concept of continuous improvement through prevention was therefore particularly difficult in such an environment.

The 2000 version of the standard attempted to make a radical change in thinking. It placed the concept of quality management at the heart of the standard. Thus, it introduced the set of eight key principles of quality management, with the aim of serving as a common basis for all standards related to quality management.

So today, almost 40 years since the first edition of ISO 9001, the ISO Technical Committee for ISO 9001 has decided that a review and revision of the standard is now imperative in order to:

• Create a common format and language in the standards that allows harmonization of management systems (e.g. with ISO 14001, OHSAS 18001, etc.). In this context, ISO has designed a common structure for all Management Systems standards, which includes a common format, terms and concepts (Higher Level Structure).
• to reduce documentation requirements, focusing on the value of the organisation and the customer
• to maintain the importance of Quality Management Systems (QMS) for the market. In the new version, ISO is attempting a new change in the philosophy of the standard (ISO 9001:2015), while always maintaining its focus on the 8 basic principles of quality and the fundamental approach to quality management: Plan - Act - Control - Improve.

ISO 9001 certification defines the requirements for quality management throughout the entire value chain.

It is based on the Plan-Do-Check-Act model , which is divided into four phases. The aim is the continuous improvement of the individual processes as well as the overall system . As the name suggests, this means: plan the processes - implement them - check them - and act.

The PDCA continuous cycle is a management tool that leads to a process of continuous improvement - both of the company's individual processes and the overall system, including its products and services .

The approach prevents stagnation and ensures that companies continuously adapt to changing situations. Anyone who chooses the management system enters a path of continuous development.

The language and intent of the standard have changed significantly from previous versions. New definitions have been introduced for stakeholders, the context of the organization's operation and risks.

The requirements most likely to have the greatest impact on the organization include:

• the identification of relevant internal and external issues that could affect the achievement of the desired outcomes of the EMS
• the identification of relevant stakeholders and their requirements
• the integration of the objectives of the EMS into business processes
• the compatibility of the quality policy and objectives with the strategic direction of the organisation
• the consideration of the performance of the EMS in strategic planning
• the identification and monitoring of the organisation's threats and opportunities
• the management review that incorporates the above requirements

TÜV NORD Greece, with experienced inspectors, has certified more than 10,000 companies in Greece, Cyprus, Lebanon, Lebanon, Romania, Bulgaria, Egypt, Turkey and the Middle East, holding a leading position in our country. In addition, it is already carrying out inspections under the new ISO 9001:2015 version.