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We offer customized solutions for certification & consulting in India, UAE, South East Asia, Middle East, Europe, USA for ISO 9001:2015, ISO 14001:2015, OHSAS 18001:2007, ISO 22000:2005, ISO/TS 16949:2009, ISO 27001: 2013, ISO 13485:2003, ISO 50001:2011, ISO 28000:2007, ISO 10002:2005, ISO 20001: 2011 and ISO/TS 29001 / API Q1 to maximize functionality of processes and add value to client’s business. We offer consultancy & certification solutions to our client companies for the following system & product standards:-

ISO 9001:2015

ISO 9001:2015 is designed to respond to the latest trends and be compatible with other management systems such as ISO 14001.

The new version follows a new, higher level structure to make it easier to use in conjunction with other management system standards, with increased importance given to risk ISO 9001:2015 applies to any organization, regardless of size or industry. 

Because ISO 9001 specifies the requirements for an effective quality management system, organizations find that using the standard helps them:

  • Organize processes
  • Improve the efficiency of processes
  • Continually improve
  • Organize a QMS
  • Create satisfied customers, management, and employees

All organizations that use ISO 9001:2008 are encouraged to transition to ISO 9001:2015 as soon as possible. This includes not only organizations that are certified to ISO 9001:2008, but also any organizations involved in training or certifying others.

ISO 9001 is based on the plan-do-check-act methodology and provides a process - oriented approach to documenting and reviewing the structure, responsibilities, and procedures required to achieve effective quality management in an organization.

Specific sections of the standard contain information on topics such as:

  • Requirements for a quality management system, including documentation of a quality manual, document control, and determining process interactions.
  • Responsibilities of management include management of resources, including human resources and an organization’s work environment.
  • Product realization, including the steps from design to delivery include measurement, analysis, and improvement of the QMS through activities like internal audits and corrective and preventive action.

ISO 9001 helps organizations ensure their customers consistently receive high quality products and services, which in turn brings many benefits, including satisfied customers, management, and employees.

ISO 9001:2015 specifies requirements for a quality management system when an organization:

  • Needs to demonstrate its ability to consistently provide products and services that meet customer and applicable statutory and regulatory requirements, and
  • Aims to enhance customer satisfaction through the effective application of the system, including processes for improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements.

All the requirements of ISO 9001:2015 are generic and are intended to be applicable to any organization, regardless of its type or size, or the products and services it provides.

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ISO 14001:2015

A newly revised version has just been published, to ensure it remains relevant to the marketplace. ISO 14001:2015 responds to the latest trends, such as an increasing recognition by companies of the need to factor in both external and internal elements that influence their impact, including climate volatility. 

Other key improvements in the new version include:

  • A greater commitment from leadership.
  • An increased alignment with strategic direction.
  • Greater protection for the environment, with a focus on proactive initiatives.
  • More effective communication, driven through a communications strategy.
  • Life-cycle thinking, considering each stage of a product or service, from development to end-of-life.

ISO 14001:2015 helps an organization achieve the intended outcomes of its environmental management system, which provide value for the environment, the organization itself and interested parties. Consistent with the organization's environmental policy, the intended outcomes of an environmental management system include:

  • Enhancement of environmental performance;
  • Fulfilment of compliance obligations;
  • Achievement of environmental objectives.

ISO 14001:2015 can be used in whole or in part to systematically improve environmental management. Claims of conformity to ISO 14001:2015, however, are not acceptable unless all its requirements are incorporated into an organization's environmental management system and fulfilled without exclusion.

ISO 14001:2015 specifies the requirements for an environmental management system that an organization can use to enhance its environmental performance.

ISO 14001:2015 is intended for use by an organization seeking to manage its environmental responsibilities in a systematic manner that contributes to the environmental pillar of sustainability.

ISO 14001:2015 is applicable to any organization, regardless of size, type and nature, and applies to the environmental aspects of its activities, products and services that the organization determine

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OHSAS 18001

The OHSAS 18001 is the international Occupational Health and Safety Management System standard. These standards are applicable to companies of any size, but is especially relevant to companies with a large work force, manual and heavy work tasks, and/or high risk work environments. Targeting the health and safety of employees proves that you are actively working to ensure that your operations are safe both for your employees and the surrounding environment.

The benefits of implementing a systematic and effective OHSAS management system include the following:

  • Reducing the number of personnel injuries through prevention and control of workplace hazards.
  • Reducing the risk of major accidents.
  • Ensuring a well-qualified and enthusiastic workforce by fulfillment of the increasing expectations of your employees.
  • Reducing the material loss caused by accidents and in production interruptions.
  • Reducing insurance costs as well as reducing costs due to absence of employees.
  • Serving the possibility for an integrated management system including quality, environment and health and safety.
  • Ensuring that appropriate legislation is addressed and acted upon.
  • Meeting the increasing importance of OH&S for public image.

OHSAS 18001has been developed to be compatible with ISO 9001 and ISO 14001 to allow for easy integration. Legislative & regulatory commitment and continual improvement are two important aspects of OHSAS 18001.

The elements of OHSAS 18001 include:

  • Policy and commitment.
  • Hazard identification, risk assessment & risk controls.
  • Legal requirements.
  • Objectives & Programs.
  • Organization & personnel.
  • Training, Communication & Consultation.
  • Documentation & records.
  • Operational Controls.
  • Emergency Readiness.
  • Measurement & monitoring.
  • Accident & incident investigation, corrective & preventive action.
  • Audit & Review.
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    SA 8000

    The SA 8000 certification is the Social Accountability System standard. It is applicable to companies of any size that wish to address the social and ethical aspects of their business. A Social Accountability System proves to customers that the company holds adequate provisions for the protection of wokers' rights. Further, it ensures ethical production of all goods manufactured by the company.

    SA 8000 is the first auditable standard in this field. The initiative is based on the well-known ISO 9001/ISO 14001 certification structure, conventions of the International Labour Organization (ILO), the Universal Declaration of Human Rights and the UN Convention on the Rights of the Child.

    SA 8000 KEY REQUIREMENTS

    • Be senior management led.
    • Be focused on continuous improvement.
    • Be focused on prevention rather than reaction.
    • Be supportive of workers’ rights and workers participation.
    • Be compliant with local laws/codes.
    • Be proactive in promoting ethical sourcing.
    • Be systematic in addressing problems-CARs Process.

    Benefits of SA 8000 to manufacturers and suppliers

    • Marketing advantage – more demand and value for goods from socially.
    • Responsible manufacturers/suppliers.
    • Enhancement of company’s productivity.
    • Compliance to the laws of the land.
    • Improvement of relationship with the Govt., NGOs, trade unions.
    • Better image and position in labour market.

    Benefits of SA 8000 for the retailers

    • Cost reduction in monitoring.
    • Better corporate image.
    • Increased value for the products.
    • Trust building with the analysts and investors when evaluated against social performance.

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    PED (Pressure Equipment Directive)

    The Pressure Equipment Directive is an EU New & Global Approach Product Directive.

    The PED lays down requirements for the design and manufacture of pressure equipment and assemblies with a maximum allowable pressure greater than 0.5 bar gauge (1.5 bar absolute).

    Vessels, piping, safety accessories and pressure accessories are included in the scope of the Directive but there are also many excluded products.

    Products within the scope of the Directive must comply at the first "putting on the market" or "putting into service" in EEA.

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    AD 2000

    The German pressure vessel association published a regulation conform to the Pressure Equipment Directive 2014/68/EU called AD 2000.

    The purpose of ISO 50001: 2011 is to enable an organization to achieve continual improvement in its energy use and consumption or energy performance through a systematic approach. ISO 50001:2011 does not define specific energy consumption criteria but requires organizations to define its energy performance indices and targets and achieve them by implementing a proper action plan.

    In general the harmonized European Standard DIN EN 13445 can be used for unfired pressure vessels. The final release of this standard is implemented since May 2002 Designing according to this standard is an advantage if you have customers all over Europe.

    What are the advantages of the AD 2000?

    • Germany has the largest market in the EU.
    • The German Regulations are accepted by most of the European neighbors.
    • The German regulations are the "toughest" in Europe, an approval according the German Pressure Vessel.
    • Code will be the base for a future EU-Approval.
    • Evidence for the delivery ability of quality products Marketing effect with TUV-certificate.
    • Listed on VdTUV-Merkblatt1253.
    • Documentation of material test in accordance with the standard.

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    FAMIQS

    This European Code of Practice for Animal Feed Additive and Pre-mixture Operators ('Code') responds to the Regulation of the European Parliament and the Council laying down requirements for feed hygiene, (183/2005/EC), articles 20 to 22 of which encourage the development of guides to good practice for hygiene and the application of HACCP principles.

    Implementation of the code aims to ensure the safety of feed additives and pre-mixtures; the operation of businesses in accordance with European feed hygiene requirements, and improved traceability. The code also applies to import from third countries of feed additives and pre-mixtures.

    In order to align the Code with current animal feed legislation and various activities on national, industrial and/or association levels, it takes into account the principles of feed and food safety as well as HACCP principles.

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    BRC

    This Standard is most applicable to manufacturers of food contact packaging for retailers’ labelled products and branded products as well. Manufacturers have an obligation to put appropriate systems and controls in place to ensure the suitability of their packaging for safe food use.

    The BRC and IOP (Institute of Packaging) have developed this Standard to assist retailers and food manufacturers in the fulfilment of their legal obligations. This Standard will help in the protection of the consumer by providing a common basis for the audit of companies supplying packaging for food products to retailers.

    The main sections of the Standard are:

    • Scope
    • Organisation
    • Hazard and risk management system
    • Technical management system
    • Factory Standards
    • Contamination Control
    • Personnel
    • Risk Category Determination (The latest edition includes a useful guide to help you assess which category your product falls into)
    • The Evaluation Protocol

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    CMMi

    It is a guide for implementing development practices that continuously improve software quality. This has been created by SEI (Software Engineering Institute) – a research and development centre operated by Carnegie Mellon University.

    "CMMI" refers to the integration of diverse tool sets and appraisal methods related to CMM.
    CMMi builds on and extends on the best practices of the:

    • Capability Maturity Model for Software (SW-CMM);
    • Systems Engineering Capability Model (SECM);
    • Integrated Product Development Capability Maturity Model (IPD-CMM);
    • Supplier Sourcing Capability Maturity Model (SS-CMM).

    CMMi will help Software and Systems Engineering Companies to Study, Define, Implement, Improve and Appraise their internal Processes to result in improvement of the Development Cycle Time, Timely deliveries to Customers, Reduction in Schedule, Effort and Cost variances, reduced Defect levels, reduced Rework, improved Productivity and Profitability.

    CMMI

    CMMI Maturity Levels
    There are 5 maturity levels viz.

    To know more about CMMi and our deliverables through our unique process approach, click here or contact us for a Zero Cost discussion.

    • Initial
    • Managed
    • Defined
    • Quantitatively Managed
    • Optimizing

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    SIX SIGMA

    What is Six Sigma?

    Six sigma is the structured application of tools and techniques applied on project basis to achieve sustained strategic results.

    DMAIC six sigma approach

    The six sigma approach for projects is DMAIC (define, measure, analyze, improve and control). These steps are the most common six sigma approach to project work. Some organizations omit the D in DMAIC because it is really management work. With the D dropped from DMAIC the Black Belt is charged with MAIC only in that six sigma approach. We believe define is too important be left out and sometimes management does not do an adequate job of defining a project. Our six sigma approach is the full DMAIC.

    Define (DMAIC)

    Define is the first step in our six sigma approach of DMAIC. DMAIC first asks leaders to define our core processes. It is important to define the selected project scope, expectations, resources and timelines. The definition step in the six sigma approach identifies specifically what is part of the project and what is not, and explains the scope of the project. Many times the first passes at process documentation are at a general level. Additional work is often required to adequately understand and correctly document the processes.

    Measure (DMAIC)

    Many think when they start a journey the most important thing to know is where they are going. While we agree knowing where you want to go is very important, we believe some of the first information you need before starting any journey is your current location. The six sigma approach asks the Black Belt project manager to quantify and benchmark the process using actual data. At a minimum consider the mean or average performance and some estimate of the dispersion or variation (maybe even calculate the standard deviation). Trends and cycles can also be very revealing. The two data points and extrapolate to infinity is not a six sigma approach. Process capabilities can be calculated once there is performance data.

    Analyze (DMAIC)

    Once the project is understood and the baseline performance documented and verified that there is real opportunity, it is time with the six sigma approach to do an analysis of the process. In this step, the six sigma approach applies statistical tools to validate root causes of problems. Any number of tools and tests can be used. The objective is to understand the process at a level sufficient to be able to formulate options for improvement. We should be able to compare the various options with each other to determine the most promising alternatives. As with many activities, balance must be achieved. Superficial analysis and understanding will lead to unproductive options being selected, forcing recycle through the process to make improvements. At the other extreme is the paralysis of analysis. Striking the appropriate balance is what makes the six sigma Black Belt highly valuable.

    Improve (DMAIC)

    During the improve step of the six sigma approach ideas and solutions are put to work. The six sigma Black Belt has discovered and validated all known root causes for the existing opportunity. The six sigma approach requires Black Belts to identify solutions. Few ideas or opportunities are so good that all are an instant success. As part of the six sigma approach there must be checks to assure that the desired results are being achieved. Some experiments and trials may be required in order to find the best solution. When making trials and experiments it is important that all project associates understand that these are trials and really are part of the six sigma approach.

    Control (DMAIC)

    Many people believe the best performance you can ever get from a process is at the very beginning. Over time there is expectancy that slowly things will get a little worse until finally it is time for another major effort towards improvement. Contrasted with this is the Kaizen approach that seeks to make everything incrementally better on a continuous basis. The sum of all these incremental improvements can be quite large. As part of the six sigma approach performance tracking mechanisms and measurements are in place to assure, at a minimum, that the gains made in the project are not lost over a period of time. As part of the control step we encourage sharing with others in the organization. With this the six sigma approach really starts to create phenomenal returns, ideas and projects in one part of the organization are translated in a very rapid fashion to implementation in another part of the organization.

    Benefits of Six Sigma

    There are numerous benefits of six sigma as a way to address issues and problems. Among the benefits of six sigma is the decrease in defects that are allowed to reach the customer. You can get some sense of the benefits of six sigma by reviewing some six sigma projects. Other benefits of six sigma include:

    • Focus on customers.
    • Improved customer loyalty.
    • Reduced cycle time.
    • Less waste.
    • Data based decisions.
    • Time management.
    • Sustained gains and improvements.
    • Systematic problem solving.
    • Employee motivation.
    • Data analysis before decision making.
    • Faster to market.
    • Team building.
    • Improved customer relations.
    • Assure strategic planning.
    • Reductions of incidents.
    • Measure value according to the customer.
    • Better safety performance.
    • Understanding of processes.
    • Effective supply chain management.
    • Design and redesign products/services.
    • Knowledge of competition, competitors.
    • Develop leadership skills.
    • Breakdown barriers between departments and functions.
    • Management training.
    • Improve presentation skills.
    • Integration of products, services and distribution.
    • Use of standard operating procedures.
    • Better decision making.
    • Improving project management skills.
    • Sustained improvements.
    • Alignment with strategy vision, and values.
    • Increased margins.
    • Greater market share.
    • Supervisor training.
    • Lower costs to provide goods and services.
    • Fewer customer complaints.

    To know more about Six Sigma and our deliverables through our unique process approach, click here or contact us for a Zero Cost discussion.

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