Dassault Systèmes® logo

ISO 9001 certification: the 7 criteria for obtention and what they mean for Diota.

ISO 9001 certification: How we have implement the quality standards our process

Today, the role of quality is a real keystone in the creation and success of a company’s operational excellence. And for Diota it is not different. For us, it is a true proof of the commitment we want to bring to our customers to ensure their full satisfaction. And at Diota, this approach is not fixed in time, but evolves because we are not satisfied with standing still, we want to progress in the continuous improvement process.

For more than a year and after several months of audits and training, Diota has obtained ISO 9001 certification for its efficient and qualitative management system. We were advised, audited and accompanied during this process by the DEKRA organization..
We explain the seven performance criteria of this standard and how they are implemented at Diota.

quality management system ISO 9001 certification

1 – Customer Focus

This is one of the quality management principles of this standard but also an approach that is central to Diota. It encourages companies to identify, understand and satisfy their customers’ needs and to go beyond their initial expectations.

Having a “customer orientation” means putting the customer at the center of the company’s priorities and concerns, and this is one of the main foundations of Diota DNA. 

At Diota this translates into different aspects:

  • Retex at several stages of the projects.
  • Analysis of after-sales service tickets in order to make improvements to all our customers, both in terms of our solutions and our project support.
  • A commitment to the customer with a dedicated support team.

We pay special attention to the customer, who is involved from the very beginning of a project, as soon as we gather his needs. We reinforce continuous improvement based on customer orientation by organizing RETEX (customer feedback) in order to measure customer satisfaction and points of improvement encountered during project execution in order to improve future projects. We also set up questionnaires to collect as much qualitative feedback as possible on which to base our decisions.

2 – Leadership

Here, the management’s commitment must be a real driver of the company’s quality management system. It must therefore demonstrate its implication in the management system and reinforce and promote it.

At Diota, we have set up several processes to respond to this leadership requirement:

  • A regular review of the processes.
  • The definition of SMART objectives at all levels.
  • A management review and analysis of opportunities and risks.
  • The implementation of numerous automated and historical indicators.
  • Regular analysis of customer satisfaction.

For Diota, decisions are mainly made at the management review, where indicators and audits are analyzed in order to decide on the status of continuous improvement and the underlying processes. To make the right decisions, we have also rigorously selected the right indicators (global indicators and metrics that stem from the leadership part) which are also studied regularly during the process review to ensure their results and their relevance through time.

3 – Engagement of People

It is no secret that the personnel is a key factor in the efficiency of a quality management system and that is why it should not be ignored. The participation of the staff and its good synergy is evaluated throughout the audit process within the company for which the ISO 9001 certification is intended.

Here is what we have put in place at Diota to meet this requirement:

  • Selection of internal auditors.
  • Feeding of continuous improvement (feedback).
  • QMS (Quality Management System) training.

Certain people at Diota are identified as internal auditors with the objective of preparing audits and contributing to internal continuous improvement. We have also set up QMS training plans for Diota employees to reinforce their involvement in this quality system over the years.

4 – The process approach

The standard teaches us that the methodical identification and management of the processes used in an organization, and more particularly the interactions of these processes, are called “the process approach”. Here, the company is accompanied and evaluated on its ability to establish, update and improve the necessary processes and their interactions within the quality management system.

What this means for Diota :

  • 11 process pilots trained.
  • Regular document reviews.
  • Process reviews.
  • Identification and implementation of performance indicators.
  • Constant evolution of processes according to Diota’s activities.
  • Commitment to the customer from all our processes.

In order to meet this criteria, we have established 11 distinct processes driven by several people and in line with the 7 pillars of quality. In each process, we have created specific indicators to measure their own performance.

All of these processes involve documentation, meetings and exchanges to contribute to continuous improvement over time and are updated regularly (at least once a year).

5 – Improvement

5th fundamental requirement of the ISO 9001 standard, that of continuous improvement, which involves gradually reducing the risks of a company, customer dissatisfaction and difficulties experienced throughout a process. This is an omnipresent point for improving products, services or the above-mentioned processes.

At Diota, this translates into :

  • An idea box for continuous improvement.
  • Feedback from the reviews of Diota 11 processes (introduced in the previous point).
  • Feedback from audits.
  • Exchanges and projects carried out between the 11 processes.
  • The involvement of Diota staff.
  • Feedbacks collected during the RETEX.

We have therefore set up a system to identify precisely what is positive and what needs to be improved internally, always in a continuous improvement approach. This allows us to get the pilots of our 11 processes to participate by qualifying the identified points among these four statuses: strong points, areas for improvement, sensitive points and non-conformities.

Here we want to get the people concerned to participate proactively in the project. Finally, during the process review, we carry out an audit and continue to look for ways to improve each of our activities so that everything fits together perfectly without any resistance.

6 – Evidence-based decision making

This means that the results, information and facts necessary for decision-making must be clear and displayed in a way that is appropriate for their use and communication.

In addition, this makes it possible to guarantee data and make it accessible in the right place at the right time, but also to make the right decisions, to capitalize on them and to monitor them.

How it works within Diota:

  • SMART objectives, real-time indicators with history.
  • A complete history of all document modifications.
  • Regular review of internal and external documents to ensure content and form.

Regarding this quality criteria, all of our objectives have been revised to be what we call “SMART”, which means that they are now all specific, measurable, achievable, realistic and time-defined. Once these objectives and their indicators were well defined, we created dashboards that we broadcast via screens installed at all Diota sites.

We then set up a history of our indicators to ensure the follow-up of information and facilitate real-time decision-making. We have also made a historical record of all modifications to our documents, which allows us to keep track of the data/indicators at all times.

Finally, we regularly review internal and external documents in terms of both content and form.

7 – Relationship management

The last point is important because it is necessary to build a balanced and mutual relationship with its suppliers. Indeed, on the one hand, suppliers depend on the company to remain stable and on the other hand the company depends on its suppliers to produce its own products and services. It is therefore necessary to understand the interests of its partners and to build a relationship based on solid foundations, good communication and mutual consultation.

What we do at Diota:

  • Identification of Critical Suppliers.
  • Regular monitoring of suppliers so as not to be impacted by events linked to them.
  • Identification of non-conformities and exchange with suppliers.
  • Assigning a quality manager to each supplier.

It is important to identify suppliers who could become critical in the future and impact the company’s growth. This is why we have set up analyses that we assign to all our suppliers. These analyses are based on the observation of criteria (late delivery, etc.) and the impact they could have on the company in order to be reactive and adopt the right solutions if necessary.

Finally, it is through all these criteria gathered and respected, as well as several months of training and evaluation, that Diota has obtained the validation of the ISO 9001 standard. This is an additional guarantee of quality for our clients and partners, for whom we strive every day to ensure the improvement and quality of our exchanges, our solutions and our performance.


[Guide] 4.0 Project: ask yourself the right questions before you start!