Improvement as clause 10 of Management Standards

I teach 30 hours of Integrated Management systems based on ISO 9001:2015, ISO 14001:2015, ISO 45001:2018, ISO 20000-1:2018, ISO 27001:2022 and ISO 37001:2016. In the course, I teach the requirements and also give guidance of implementation of standards, describe the benefits and integration and also give several samples and case studies. This course could be presented as an workshop, and as an online course. The workshop version could be designed as per requirements of customers. You need to use these slides in your training or your organization? You could order the slides in power point format.

1. Requirements ofIntegrated
Management
Systems
Reza Seifollahy
Part 11 Clause 10 Improvement
ISO 9001:2015,
ISO 14001:2015,
ISO 45001:2018,
ISO 37001:2016,
ISO/IEC 20000-1:2018,
ISO 27001:2022

2. Aug. 2025
Contents of part 11
Examples and Guidelines
Incident, nonconformity and corrective action
Continual improvement
Nonconformity and corrective action
About Improvement
2

3. All Standards
Clause 10 discuss the Improvement in
related management system.
In PDCA Cycle, The focus of Clause 10 is ACT!
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4. Integrated Management Systems
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IMS
Model
Clause 8
Operations
Clause 9
Performance
evaluation
Clause 10
Improvement
Clause 5
Leadership
Clause 6
Planning
Clause 7
Support
Clause 4 Context of Organization

5. Before beginning
Some
Terms & Definitions
Extracted From Clause 3
of
Management Standards
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6. Continual
Improvement
recurring activity to
enhance performance
Monitoring
determining the status
of a system, a
process or an activity
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7. Improvement
Continual Improvement
recurring activity to enhance performance
corrective action
action to eliminate the cause or reduce the likelihood of
recurrence of a detected nonconformity
or other undesirable situation
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8. Clause 10
Improvement
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9. 10. Improvement
10.1 General
The organization shall determine and select
opportunities for improvement and
implement any necessary actions to meet
customer requirements and enhance
customer satisfaction.
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10. 10. Improvement
10.1 General
These shall include:
a)improving products and services to meet
requirements as well as to address future
needs and expectations;
b)correcting, preventing or reducing undesired
effects;
c)improving the performance and effectiveness
of the quality management system.
NOTE Examples of improvement can include correction,
corrective action, continual improvement, breakthrough
change, innovation and re-organization.
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11. 10. Improvement
10.1 General
The organization shall determine
opportunities for improvement (see 9.1,
9.2 and 9.3) and implement necessary
actions to achieve the intended
outcomes of its environmental/OH&S
management system.
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12. 10. Improvement
10.1 General
The organization shall continually
improve the suitability, adequacy and
effectiveness of the information security
management system.
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10.2 Continual improvement
The organization shall continually
improve the suitability, adequacy and
effectiveness of the antibribery
management system.

13. 10. Improvement
10.2 Nonconformity and corrective action
10.2.1 When a nonconformity occurs,
including any arising from complaints, the
organization shall:
a)react to the nonconformity and, as applicable:
1)take action to control and correct it;
2)deal with the consequences;
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14. 10. Improvement
10.2 Nonconformity and corrective action
10.2.1 When a nonconformity occurs, …..
the organization shall:
b)evaluate the need for action to eliminate the
cause(s) of the nonconformity, in order that it
does not recur or occur elsewhere, by:
1)reviewing and analysingthe nonconformity;
2)determining the causes of the nonconformity;
3)determining if similar nonconformities exist, or
could potentially occur;
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15. 10. Improvement
10.2 Nonconformity and corrective action
10.2.1 When a nonconformity occurs, …..
the organization shall:
c)implement any action needed;
d)review the effectiveness of any corrective
action taken;
e)update risks and opportunities determined
during planning, if necessary;
f)make changes to the quality management
system, if necessary.
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16. 10. Improvement
10.2 Nonconformity and corrective action
Corrective actions shall be appropriate to
the effects of the nonconformities
encountered.
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17. 10. Improvement
10.2 Nonconformity and corrective action
10.2.2 The organization shall retain
documented information as evidence of:
a)the nature of the nonconformities and any
subsequent actions taken;
b)the results of any corrective action.
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18. 10. Improvement
10.2 Nonconformity and corrective action
When a nonconformity occurs, the
organization shall:
a)react to the nonconformity and, as applicable:
1)take action to control and correct it;
2)deal with the consequences, including mitigating
adverse environmental impacts;
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19. 10. Improvement
10.2 Nonconformity and corrective action
When a nonconformity occurs, the
organization shall:
b)evaluate the need for action to eliminate the
causes of the nonconformity, in order that it
does not recur or occur elsewhere, by:
1)reviewing the nonconformity;
2)determining the causes of the nonconformity;
3)determining if similar nonconformities exist, or
could potentially occur;
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20. 10. Improvement
10.2 Nonconformity and corrective action
When a nonconformity occurs, the
organization shall:
c)implement any action needed;
d)review the effectiveness of any corrective
action taken;
e)make changes to the environmental
management system, if necessary.
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21. 10. Improvement
10.2 Nonconformity and corrective action
Corrective actions shall be appropriate to
the significance of the effects of the
nonconformities encountered, including the
environmental impact(s).
The organization shall retain documented
information as evidence of:
the nature of the nonconformities and any
subsequent actions taken;
the results of any corrective action.
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22. 10. Improvement
10.2 Incident, nonconformity and corrective
action
The organization shall establish, implement
and maintain a process(es) , including
reporting, investigating and taking action,
to determine and manage incidents and
nonconformities.
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23. 10. Improvement
10.2 Incident, nonconformity and corrective
action
When an incident or a nonconformity
occurs, the organization shall:
a)react in a timely manner to the incident or
nonconformity and, as applicable:
1)take action to control and correct it;
2)deal with the consequences;
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24. 10. Improvement
10.2 Incident, nonconformity and corrective
action
When an incident …the organization shall:
b)evaluate, with the participation of workers (see
5.4) and the involvement of other relevant
interested parties, the need for corrective action
to eliminate the root cause(s) of the incident or
nonconformity, in order that it does not recur or
occur elsewhere, by:
1)investigating the incident or reviewing the
nonconformity;
2)determining the cause(s) of the incident or
nonconformity;
3)determining if similar incidents have occurred, if
nonconformities exist, or if they could potentially occur;
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25. 10. Improvement
10.2 Incident, nonconformity and corrective
action
When an incident …the organization shall:
c)review existing assessments of OH&S risks
and other risks, as appropriate (see 6.1);
d)determine and implement any action needed,
including corrective action, in accordance with
the hierarchy of controls (see 8.1.2) and the
management of change (see 8.1.3);
e)assess OH&S risks that relate to new or
changed hazards, prior to taking action;
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26. 10. Improvement
10.2 Incident, nonconformity and corrective
action
When an incident …the organization shall:
f)review the effectiveness of any action taken,
including corrective action;
g)make changes to the OH&S management
system, if necessary.
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27. 10. Improvement
10.2 Incident, nonconformity and corrective
action
Corrective actions shall be appropriate to
the effects or potential effects of the
incidents or nonconformities encountered.
The organization shall retain documented
information as evidence of:
the nature of the incidents or nonconformities
and any subsequent actions taken;
the results of any action and corrective action,
including their effectiveness.
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28. 10. Improvement
10.2 Incident, nonconformity and corrective
action
The organization shall communicate this
documented information to relevant
workers, and, where they exist, workers’
representatives, and other relevant
interested parties.
NOTE The reporting and investigation of incidents
without undue delay can enable hazards to be eliminated
and associated OH&S risks to be minimized as soon as
possible.
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29. 10. Improvement
10.1Nonconformity and corrective action
10.1.1 When a nonconformity occurs, the
organization shall:
a)react to the nonconformity, and as applicable:
1)take action to control and correct it;
2)deal with the consequences;
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30. 10. Improvement
10.1Nonconformity and corrective action
10.1.1 When a nonconformity occurs, the
organization shall:
b)evaluate the need for action to eliminate the
causes of the nonconformity in order that it
does not recur or occur elsewhere by:
1)reviewing the nonconformity;
2)determining the causes of the nonconformity;
3)determining if similar nonconformities exist, or
could potentially occur;
c)implement any action needed;
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31. 10. Improvement
10.1Nonconformity and corrective action
10.1.1 When a nonconformity occurs, the
organization shall:
d)review the effectiveness of any corrective
action taken;
e)make changes to the SMS, if necessary.
Corrective actions shall be appropriate to
the effects of the nonconformities
encountered.
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32. 10. Improvement
10.1Nonconformity and corrective action
10.1.2 The organization shall retain
documented information as evidence of:
a)the nature of the nonconformities and any
subsequent actions taken;
b)the results of any corrective action.
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33. As you see the clauses in
most standards has same
requirements with a small
changes in numbering
Best Example is in ISO 27001:2022 &
ISO 37001:2016
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34. 10. Improvement
10.2 Nonconformity and corrective action
When a nonconformity occurs, the
organization shall:
a)react to the nonconformity, and as
applicable:
1)take action to control and correct it;
2)deal with the consequences;
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35. 10. Improvement
10.2 Nonconformity and corrective action
When a nonconformity occurs, the
organization shall:
b)evaluate the need for action to eliminate
the causes of nonconformity, in order that
it does not recur or occur elsewhere, by:
1)reviewing the nonconformity;
2)determining the causes of the nonconformity;
and
3)determining if similar nonconformities exist, or
could potentially occur;
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36. 10. Improvement
10.2 Nonconformity and corrective action
When a nonconformity occurs, the
organization shall:
c)implement any action needed;
d)review the effectiveness of any corrective
action taken; and
e)make changes to the information security
management system, if necessary.
Corrective actions shall be appropriate
to the effects of the nonconformities
encountered.
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37. 10. Improvement
10.2 Nonconformity and corrective action
Documented information shall be available as
evidence of:
f)the nature of the nonconformities and any
subsequent actions taken,
g)the results of any corrective action.
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38. Although improvement
is vital to organizations
Most organizations has serious problems on
implement and document continual
improvement!
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39. Improvement
Key benefits
Some potential key benefits are:
improved process performance, organizational
capability and customer satisfaction;
enhanced focus on root cause investigation
and determination, followed by prevention and
corrective actions;
enhanced ability to anticipate and react to
internal and external risks and opportunities;
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40. Improvement
Key benefits
Some potential key benefits are:
enhanced consideration of both incremental
and breakthrough improvement;
improved use of learning for improvement;
enhanced drive for innovation.
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41. Improvement
Possible actions
Possible actions include:
promote establishment of improvement
objectives at all levels of the organization;
educate and train people at all levels on how
to apply basic tools and methodologies to
achieve improvement objectives;
ensure people are competent to successfully
promote and complete improvement projects;
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42. Improvement
Possible actions
Possible actions include:
develop and deploy processes to implement
improvement projects throughout the
organization;
track, review and audit the planning,
implementation, completion and results of
improvement projects;
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43. Improvement
Possible actions
Possible actions include:
integrate improvement consideration into
development of new or modified products and
services and processes;
recognize and acknowledge improvement.
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44. Successful
organizations have an
ongoing focus on
improvement.
Improvement is essential for an organization
to maintain current levels of performance, to
react to changes in its internal and external
conditions and to create new opportunities.
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45. Improvement,
learning and
innovation
From ISO 9004:2018
Quality of an organization —
Guidance to achieve sustained success
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46. General
Improvement, learning and innovation
are interdependent and key aspects that
contribute to the sustained success of an
organization.
They create inputs into products, services,
processes and management systems, and
contribute to achieving desired results.
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47. General
The organization will experience constant
change in its external and internal issues and
in the needs and expectations of its
interested parties.
Improvement, learning and innovation
support the organization’s ability to respond
to these changes in a manner that enables it
to fulfil its mission and vision, as well as
supporting its achievement of sustained
success.
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48. Improvement
Improvement is an activity to enhance
performance. Performance can relate to a
product or service, or to a process.
Improving product or service performance or
the management system can help the
organization anticipate and meet the needs
and expectations of interested parties and
also increase economic efficiency.
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49. Improvement
Improving processes can lead to increased
effectiveness and efficiency, resulting in
benefits such as cost, time and energy saving
and reduced waste; in turn, this can lead to
meeting the needs and expectations of
interested parties more effectively.
Improvement activities can range from small-
step continual improvements to significant
improvements of the entire organization.
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50. Improvement
The organization should define
objectives for improving its products or
services, processes, structure and
management system, by using the
results of the analysis and evaluation of
its performance.
Improvement processes should follow a
structured approach. The methodology should
be applied consistently for all processes.
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51. Improvement
The organization should ensure that
improvement becomes established as a part
of the organization’s culture by:
a)empowering people to participate in and
contribute to the success fulachievement of
improvement initiatives;
b)providing the necessary resources to achieve
improvements;
c)establishing recognition systems for
improvements;
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52. Improvement
The organization should ensure that
improvement becomes established as a part
of the organization’s culture by:
d)establishing recognition systems for improving
the effectiveness and efficiency of the
improvement process;
e)engagement of top management in
improvement activities.
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53. Learning
The organization should encourage
improvement and innovation through
learning.
The inputs for learning can be derived from
many sources, including experience, analysis
of information, and the results of
improvements and innovations.
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54. Learning
A learning approach should be adopted by the
organization as a whole, as well as at a level
that integrates the capabilities of individuals
with those of the organization.
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55. Learning
Learning as an organization involves
consideration of:
a)collected information relating to various external
and internal issues and interested parties,
including success stories and failures;
b)insight through in-depth analysis of the
information collected.
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56. Learning
Learning that integrates the capabilities of
individuals with those of the organization is
achieved by combining the knowledge,
thinking patterns and behaviourpatterns of
people with the values of the organization.
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57. Learning
Knowledge can be explicit or tacit. It can
originate from inside or outside the
organization. It should be managed and
maintained as an asset of the organization.
The organization should monitor its
organizational knowledge and determine the
need to acquire, or more effectively share,
knowledge throughout the organization.
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58. Learning
In order to foster a learning organization, the
following factors should be considered:
a)the organization’s culture, aligned with its
mission, vision and values;
b)top management supporting initiatives in
learning, by demonstrating its leadership and
through its behaviour;
c)stimulation of networking, connectivity,
interactivity and sharing of knowledge both
inside and outside the organization;
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59. Learning
In order to foster a learning organization, the
following factors should be considered:
d)maintaining systems for learning and sharing of
knowledge;
e)recognizing, supporting and rewarding the
improvement of people’s competence, through
processes for learning and sharing of
knowledge;
f)appreciating creativity and supporting diversity
of the opinions of the different people in the
organization.
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60. Learning
Rapid access to, and use of, organizational
knowledge can enhance the organization’s
ability to manage and maintain its sustained
success (see 9.3) .
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61. Innovation
Innovation should result in improvement
leading to new or changed products or
services, processes, market position, or
performance, enabling realization or
redistribution of value.
Changes in the organization’s external and
internal issues and the needs and
expectations of interested parties could
require innovation.
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62. Innovation
To support and promote innovation the
organization should:
a)identify specific needs for innovation and
encourage innovative thinking in general;
b)establish and maintain processes that allow for
effective innovation;
c)provide the resources needed to realize
innovative ideas.
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63. Innovation
Innovation Application
Innovation can be applied at all levels of
the organization, through changes in:
a)technology or products or services (i.e.
innovations that not only respond to the
changing needs and expectations of
interested parties, but also anticipate
potential changes in the organization and in
the life cycles of its products and services);
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64. Innovation
Innovation Application
Innovation can be …., through changes in:
b)processes (i.e. innovation in the methods for
production and service provision, or
innovation to improve process stability and
reduce variation);
c)the organization (i.e. innovation in the
constitution and the structures of the
organization);
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65. Innovation
Innovation Application
Innovation can be …., through changes in:
d)the organization’s management system (i.e.
to ensure that competitive advantage is
maintained and new opportunities are
utilized, when there are emerging changes in
the organization’s context);
e)the organization’s business model (i.e.
innovation in responding to distribution o f
value to customers or changing market
position in accordance with interested parties’
needs and expectations) .
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66. Innovation
Timing and risk
The organization should evaluate the risks
and opportunities related to its plans for
innovation activities.
It should give consideration to the potential
impact on the managing of changes and
prepare action plans to mitigate those risks
(including contingency plans) , where
necessary.
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67. Innovation
Timing and risk
The timing for the introduction of an
innovation should be aligned with the
evaluation of the risk associated with
undertaking that innovation.
The timing should usually be a balance
between the urgency with which it is
needed and the resources that are made
available for its development.
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68. Innovation
Timing and risk
The organization should review, improve
and innovate based on the results of its
performance evaluation (see Clause 10).
The organization should use a process that
is aligned with its strategic direction to plan
and prioritize innovation initiatives.
The results of innovation should be
reviewed in order to experience learning
and to increase organizational knowledge.
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69. Aug. 2025
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Send your Questions?
[email protected]
0090 531 330 4964

70. Order your
complete set of
slides Now!
[email protected]

71. August 2025
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All the contents of this course
What is Process approach?
Context of Organizations in
Standards
Leadership requirements
Planning in Management systems
Support of management systems
Operations in ISO 9001:2015
Operations in ISO 14001:2015 :

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What’s next on Training?
Operations in ISO 45001:2018
Operations in ISO 27001:2022
Operations in ISO 20000-1:2018
Operations in ISO 37001:2016
Performance measurement in
Standards
Internal Audits, way of
measurement
Continual Improvement, all’s well
that ends well

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You are interested, in
Integrated Management
systems course, contact
me to order your online
sessions or a workshop

74. Reza Seifollahy
[email protected]
t.me/arangtraining
r_seifollahy0090 531 330 4964

75. Thank you!
Reza Seifollahy ,
Strait Gibraltar Company
[email protected]
Tel: + 964 750 220 2153