Quality manager

The latest publications in this offer are:

• April 10, 2026

  FIC1881

  Developments regarding the process-based approach

  Since the 2000 version of ISO 9001, the process-based approach has been at the heart of QMS structures. Despite its long history, however, the subject remains open to debate on several fronts, sparking controversies within the quality community that rival those of the Capulets and Montagues. This controversy centers on how to define processes: either by replicating the company’s hierarchical silos (sales/purchasing/engineering/production, etc.) or by defining cross-functional processes that align with end-to-end workflows, creating value for customers and other stakeholders. The drafters of ISO 9001 have refrained from taking sides in this ongoing controversy, likely fearing that there is more to lose than to gain from an initiative that could lead to a schism.

• April 10, 2026

  FIC1877

  Summary of Changes to ISO 9001

  With each new version of ISO 9001, quality managers and their leadership teams have two questions on their minds: What’s new? What needs to be done, added, or changed in our organization’s QMS (quality management system)? This new version is somewhat paradoxical, as it includes several differences or changes from the current version without the text of ISO/DIS 9001 itself, at this stage, providing a clear explanation of the overall significance of these differences and changes. Building on its undeniable success and the experience gained over decades, the new version of ISO 9001 boldly reaffirms its core principles.

• April 10, 2026

  FIC1876

  Changes in terminology and definitions (ISO 9000 and ISO 9001)

  The new versions of ISO 9000 and ISO 9001 continue to be a major event for the community of users of these standards, even nearly forty years after the first version was released. This new version is, however, somewhat paradoxical, as it includes a large number of (minor) differences or changes compared to the current version, without really introducing any significant new requirements. Just as with the release of a new version of an iconic car model, we appreciate entering the new ISO 9000 and ISO 9001 standards on familiar ground, reassured to find our main points of reference, though sometimes with a touch of disappointment at the lack of boldness.

• January 10, 2026

  SE3016

  ISO 370008:2023 – Internal Investigation in organizations, recommendations

  ISO 37008 (2023): Internal Investigation of Organizations Standard specifies the possible methodologies and approaches for internal investigations in organizations. Indeed, regardless of the sectors and processes concerned, having a structured approach to internal investigation cases is necessary. These cases can occur negative news and methodological approaches are then essential to secure organizations but also to enable effective management of internal investigations. The article addresses the situations concerned, the methods and rigorous processes that require internal investigation to avoid creating risky situations by trying to manage abuse, fraud, corruption, and breaches of security rules.

• October 10, 2025

  SE2032

  Risk Management Scorecard : Definition and Implementation

  Dashboards are one of the key elements in managing an organization. Knowing how to define, implement, and monitor a risk management dashboard is also a key issue in risk governance. The purpose of this article is to detail the key principles leading to the development of a risk management dashboard, and to illustrate, through numerous examples, what these dashboards can be and their uses. The article also details generic as well as specific areas of risk management dashboards.

• October 10, 2025

  AG1100

  Global risk management

  Global Risk Management (GRM) enables organizations to anticipate uncertainties, while reconcilingbalancing economic performance and social responsibility.Based on a risk mapping, it identifies the vulnerabilities ofin governance and steering, operationaloperations and support processes, while helping managers to distinguish between risks actual risk exposure and they are exposed to and speculative risks.More than a compliance tool, GGMR is a strategic lever for strengthening organizational resilience and ensuring the company's long-term futuresustainability.

• September 10, 2025

  FIC0671

  Risk analysis methods

  All human activity, and change in general, involves risks that must be managed and controlled to ensure the sustainability of an organization. Implementing a risk management process is essential to facilitate decision-making. This process must be supported by risk analysis tools to define the actions to be taken and enable the organization to achieve its objectives.

• September 10, 2025

  FIC0528

  Deployment of quality objectives with HRD

  As part of your quality management system (QMS), you need to define and set quality objectives that are consistent with your quality policy and enable you to monitor the performance and effectiveness of your QMS. These objectives are to be established "at the relevant functions, levels and processes required for the quality management system" (cf. ISO 9001 § 6.2.1). To this end, the human resources (HR) function and the quality function can work together to integrate a quality dimension into the individual interviews conducted by managers. How can HR and managers be involved in the deployment of quality objectives? How can quality objectives be integrated into individual interviews? How do you monitor these individualized quality objectives?

• September 10, 2025

  FIC0514

  Mapping know-how

  You want to identify, position and assess your organization's know-how in order to define a development plan in line with your strategic objectives. The following approach is proposed: define your company's repository, or know-how map; identify, position and evaluate the elements of know-how in this reference system ; define a know-how development plan to help achieve the company's objectives; share, monitor and update cartography. Focusing on the company's businesses, this fact sheet proposes tools for mapping existing know-how and development needs.

• April 1, 2025

  SE2040 Reviewed

  Project risk management

  In order to exist and ensure its long-term survival, if not its very survival, every company needs to maintain recurring activities and new activities in the form of research and development projects leading to the production and/or exploitation of products. Business management, project management, facility management and product use all generate risks, due to the hazards inherent in the management process. Whether these risks are positive (also known as speculative), i.e. voluntarily taken as a result of hoped-for gains, or negative as a result of harm caused or suffered, depends essentially on the nature of the activity concerned and the maturity of management. We can consider that they are likely to influence all or part of the process, and ultimately its objectives.

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