SIST EN ISO 9000:2026

SLOVENSKI STANDARD
01-julij-2026
Nadomešča:
SIST EN ISO 9000:2015
Sistemi vodenja kakovosti - Osnove in slovar (ISO 9000:2026)
Quality management - Fundamentals and vocabulary (ISO 9000:2026)
Qualitätsmanagement - Grundlagen und Begriffe (ISO 9000:2026)
Management de la qualité - Principes essentiels et vocabulaire (ISO 9000:2026)
Ta slovenski standard je istoveten z: EN ISO 9000:2026
ICS:
01.040.03 Storitve. Organizacija Services. Company
podjetja, vodenje in kakovost. organization, management
Uprava. Transport. and quality. Administration.
Sociologija. (Slovarji) Transport. Sociology.
(Vocabularies)
03.100.70 Sistemi vodenja Management systems
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

EN ISO 9000
EUROPEAN STANDARD
NORME EUROPÉENNE
May 2026
EUROPÄISCHE NORM
ICS 01.040.03; 03.120.10; 03.100.70 Supersedes EN ISO 9000:2015
English Version
Quality management - Fundamentals and vocabulary (ISO
9000:2026)
Management de la qualité - Principes essentiels et Qualitätsmanagement - Grundlagen und Begriffe (ISO
vocabulaire (ISO 9000:2026) 9000:2026)
This European Standard was approved by CEN on 14 May 2026.

CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this
European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references
concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN
member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by
translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management
Centre has the same status as the official versions.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway,
Poland, Portugal, Republic of North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and
United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION

EUROPÄISCHES KOMITEE FÜR NORMUNG

CEN-CENELEC Management Centre: Rue de la Science 23, B-1040 Brussels
© 2026 CEN All rights of exploitation in any form and by any means reserved Ref. No. EN ISO 9000:2026 E
worldwide for CEN national Members.

Contents Page
European foreword . 3

European foreword
This document (EN ISO 9000:2026) has been prepared by Technical Committee ISO/TC 176 "Quality
management and quality assurance" in collaboration with CCMC.
This European Standard shall be given the status of a national standard, either by publication of an
identical text or by endorsement, at the latest by November 2026, and conflicting national standards
shall be withdrawn at the latest by November 2026.
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. CEN shall not be held responsible for identifying any or all such patent rights.
This document supersedes EN ISO 9000:2015.
This document has been prepared under a standardization request addressed to CEN by the European
Commission. The Standing Committee of the EFTA States subsequently approves these requests for its
Member States.
Any feedback and questions on this document should be directed to the users’ national standards
body/national committee. A complete listing of these bodies can be found on the CEN website.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the
following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria,
Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Iceland,
Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Republic of
North Macedonia, Romania, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Türkiye and the
United Kingdom.
Endorsement notice
The text of ISO 9000:2026 has been approved by CEN as EN ISO 9000:2026 without any modification.

International
Standard
ISO 9000
Fifth edition
Quality management —
2026-05
Fundamentals and vocabulary
Management de la qualité — Principes essentiels et vocabulaire
Reference number
ISO 9000:2026(en) © ISO 2026
ISO 9000:2026(en)
© ISO 2026
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
ISO 9000:2026(en)
Contents Page
Foreword .v
Introduction .vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
3.1 Terms related to organization .1
3.2 Terms related to management .3
3.3 Terms related to process .5
3.4 Terms related to system . .7
3.5 Terms related to requirement . .9
3.6 Terms related to action .10
3.7 Terms related to result . 12
3.8 Terms related to data, information and documents . 15
3.9 Terms related to customer .17
3.10 Terms related to characteristic .19
3.11 Terms related to determination . 20
3.12 Terms related to audit . 22
4 Fundamentals of quality management .24
4.1 General .24
4.2 Quality management principles . 25
4.2.1 General . 25
4.2.2 Customer focus . 25
4.2.3 Leadership. 26
4.2.4 Engagement of people . 26
4.2.5 Process approach .27
4.2.6 Improvement. 28
4.2.7 Evidence-based decision-making . 29
4.2.8 Relationship management . 29
4.3 Fundamental quality management concepts . 30
4.3.1 Quality . 30
4.3.2 Quality management . 30
4.3.3 Quality management system (QMS) . .31
4.3.4 Quality assurance .31
4.3.5 Quality control .31
4.3.6 Quality planning .32
4.3.7 Process management .32
4.3.8 Risk-based thinking .32
4.3.9 Organizational quality culture .32
4.3.10 Continual improvement. 33
4.4 Additional concepts relevant to quality management . 33
4.4.1 Context of an organization . 33
4.4.2 Interested parties . 33
4.4.3 Integrated management system . 33
4.4.4 Circular economy . 34
4.4.5 Emerging technologies. 34
4.4.6 Innovation . 34
4.4.7 Change management . 35
4.4.8 Customer experience . 35
4.4.9 Knowledge management . 35
4.4.10 Information management. 36
4.4.11 People aspects . 36
4.4.12 Business continuity . 36
4.5 Developing a QMS using fundamental concepts and principles .37
4.5.1 Attributes of a QMS .37

iii
ISO 9000:2026(en)
4.5.2 Development of a QMS .37
4.5.3 QMS standards, other management system standards and organizational
excellence models . 38
Annex A (informative) Concept relationships and their graphical representation .39
Bibliography .53
Index .54

iv
ISO 9000:2026(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 176, Quality management and quality
assurance, Subcommittee SC 1, Concepts and terminology, in collaboration with the European Committee for
Standardization (CEN) Technical Committee, in accordance with the Agreement on technical cooperation
between ISO and CEN (Vienna Agreement).
This fifth edition cancels and replaces the fourth edition (ISO 9000:2015), which has been technically
revised.
The main changes are as follows:
— the title has been changed from “Quality management systems — Fundamentals and vocabulary” to
“Quality management — Fundamentals and vocabulary” to better represent the enhanced content;
— the document has been restructured by moving the fundamental concepts and quality management
principles from Clause 2 to Clause 4 to align with the structure in the ISO/IEC Directives, Part 2; Clause 2
is now Normative references;
— additions have been made to the fundamentals, dividing them into two congruent groups, “Fundamental
quality management concepts” and “Additional concepts relevant to quality management”, to address
emerging trends in quality;
— terms have been added and definitions modified to reflect changes to ISO/TC 176 documents;
— the diagrams in Annex A have been restructured to illustrate the relationship between terms.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.

v
ISO 9000:2026(en)
Introduction
This document provides the fundamentals of quality management. It provides the foundation and the
vocabulary for quality management documents and quality management standards. This document is
intended to help the user understand the fundamental principles, concepts and vocabulary of quality
management, in order to be able to effectively and efficiently implement a quality management system (QMS)
and realize value from quality management documents and QMS standards. This document proposes a well-
planned QMS, based on a framework that integrates established principles and concepts relevant to quality
management, in order to help organizations realize their objectives. It aims to increase an organization’s
awareness of its duties and commitment in fulfilling the needs and expectations of its customers and other
interested parties, and in achieving satisfaction with its products and services.
To gain the most value for their organization’s QMS, the user should first seek to understand the quality
management principles and their rationale. The quality management principles form the basis of quality
management documents. This document contains seven quality management principles in 4.2. For each
quality management principle, there is a “Statement” describing the principle, a “Rationale” explaining
why the organization would address the principle, “Key benefits” attributed to the principle, and “Possible
actions” an organization can take in applying the principle.
The user should then understand the fundamental concepts in 4.3 and additional concepts relevant to
quality management in 4.4 to seek insight into how they are used to develop QMS standards. Fundamental
concepts are those which are integral to the understanding of quality management in general. Additional
concepts are those relevant to the effective application of quality management within an organization.
The vocabulary in Clause 3 serves as a unified language for quality management documents, ensuring the
terms are clearly and accurately defined as used within the quality management documents developed
by ISO/TC 176. This document contains the terms and definitions that apply to all quality management
documents and QMS standards developed by ISO/TC 176, at the time of publication. This document does not
contain sector-specific terms and definitions for sector-specific QMS standards. The terms and definitions
are arranged in conceptual order, with an alphabetical index of the terminological entries provided at the
end of this document. Annex A includes a set of concept diagrams on which the thematic grouping of the
terms and definitions in Clause 3 is based.
NOTE Guidance on some additional frequently used words in the QMS standards developed by ISO/TC 176, and
which have an identified dictionary meaning, is provided in Reference [19].

vi
International Standard ISO 9000:2026(en)
Quality management — Fundamentals and vocabulary
1 Scope
This document establishes the fundamental concepts and principles of quality management which are
universally applicable to the following:
— organizations seeking sustained success through the implementation of a quality management system
(QMS);
— customers seeking confidence in an organization’s ability to consistently provide products and services
conforming to their requirements;
— organizations seeking confidence in their supply chain that product and service requirements will be
met;
— organizations and interested parties seeking to improve communication through a common
understanding of the vocabulary used in quality management;
— organizations performing conformity assessments against the requirements of ISO 9001;
— providers of training, assessment or advice in quality management;
— developers of related standards.
This document defines terms that apply to all quality management documents and QMS standards developed
by ISO/TC 176.
This document is applicable to all organizations, regardless of size, complexity or business model.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https:// www .iso .org/ obp
— IEC Electropedia: available at https:// www .electropedia .org/
3.1 Terms related to organization
3.1.1
organization
person or group of people that has its own functions with responsibilities, authorities and relationships to
achieve its objectives (3.7.11)
Note 1 to entry: The concept of organization includes, but is not limited to, sole-trader, company, corporation, firm,
enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not,
public or private.
Note 2 to entry: If the organization is part of a larger entity, the term “organization” refers only to the part of the larger
entity that is within the scope of the quality management system (3.4.9).

ISO 9000:2026(en)
3.1.2
context of the organization
combination of internal and external issues that can have an effect on an organization’s (3.1.1) approach to
specifying and achieving its objectives (3.7.11)
Note 1 to entry: The organization’s objectives can be related to its products (3.7.9) and services (3.7.10), investments
and behaviour towards its interested parties (3.1.4).
Note 2 to entry: The concept of “context of the organization” is equally applicable to not-for-profit or public service
organizations as it is to those seeking profits.
Note 3 to entry: Understanding the infrastructure (3.4.3) can help to define the context of the organization.
3.1.3
top management
person or group of people who directs and controls an organization (3.1.1) at the highest level
Note 1 to entry: Top management has the power to delegate authority and provide resources within the organization.
Note 2 to entry: If the scope of the management system (3.4.2) covers only part of an organization, then top management
refers to those who direct and control that part of the organization.
3.1.4
interested party
stakeholder
person or organization (3.1.1) that can affect, be affected by, or perceive itself to be affected by a decision or
activity (3.2.12)
EXAMPLE Customers (3.9.1), owners, people in an organization, providers (3.1.9), bankers, regulatory authorities,
unions, partners or society that can include competitors or opposing pressure groups.
3.1.5
involvement
taking part in an activity (3.2.12), event or situation
3.1.6
engagement
involvement (3.1.5) in, and contribution to, activities (3.2.12) to achieve shared objectives (3.7.11)
3.1.7
innovation
new or changed object (3.5.3) realizing or redistributing value
Note 1 to entry: Activities (3.2.12) resulting in innovation are generally managed.
Note 2 to entry: Innovation is generally significant in its effect.
3.1.8
association
organization (3.1.1) consisting of member organizations or persons
3.1.9
provider
supplier
organization (3.1.1) that provides a product (3.7.9) or a service (3.7.10)
EXAMPLE Producer, distributor, retailer or vendor of a product or a service.
Note 1 to entry: A provider can be internal or external to the organization.
Note 2 to entry: In a contractual situation, a provider is sometimes called “contractor”.

ISO 9000:2026(en)
3.1.10
external provider
external supplier
provider (3.1.9) that is not part of the organization (3.1.1)
EXAMPLE Producer, distributor, retailer or vendor of a product (3.7.9) or a service (3.7.10).
3.1.11
DRP-provider
dispute resolution process provider
person or organization (3.1.1) that supplies and operates an external dispute (3.9.4) resolution process (3.3.1)
Note 1 to entry: Generally, a DRP-provider is a legal entity, separate from the organization or person as an individual
and the complainant (3.9.6). In this way, the attributes of independence and fairness are emphasized. In some
situations, a separate unit is established within the organization to handle unresolved complaints (3.9.3).
Note 2 to entry: The DRP-provider contracts with the parties to provide dispute resolution, and is accountable for
performance (3.7.3). The DRP-provider supplies dispute resolvers (3.9.5). The DRP-provider also utilizes support,
executive and other managerial staff to supply financial resources, clerical support, scheduling assistance, training,
meeting rooms, supervision and similar functions.
Note 3 to entry: DRP-providers can take many forms including not-for-profit, for-profit and public entities. An
association (3.1.8) can also be a DRP-provider.
3.1.12
continual improvement
recurring activity (3.2.12) to enhance performance (3.7.3)
3.1.13
quality management system consultant
person who assists the organization (3.1.1) on quality management system realization (3.3.6), giving advice
or information (3.8.4)
Note 1 to entry: The consultant can also assist in realizing parts of a quality management system (3.4.9).
Note 2 to entry: ISO 10019 provides guidance on how to distinguish a competent quality management system
consultant from one who is not competent.
3.2 Terms related to management
3.2.1
management
coordinated activities (3.2.12) to direct and control an organization (3.1.1)
Note 1 to entry: Management can include establishing policies (3.4.5) and objectives (3.7.11), and processes (3.3.1) to
achieve these objectives.
Note 2 to entry: The word “management” sometimes refers to people, i.e. a person or group of people with authority
and responsibility for the conduct and control of an organization. When “management” is used in this sense, it
should always be used with some form of qualifier to avoid confusion with the concept of “management” as a set of
activities defined above. For example, “management shall…” is deprecated whereas “top management (3.1.3) shall…” is
acceptable. Otherwise different words should be adopted to convey the concept when related to people (e.g. managerial
or managers).
3.2.2
quality management
management (3.2.1) with regard to quality (3.5.2)
Note 1 to entry: Quality management can include establishing quality policies (3.4.6) and quality objectives (3.7.12), and
processes (3.3.1) to achieve these quality objectives through quality planning (3.2.6), quality assurance (3.2.7), quality
control (3.2.8) and quality improvement (3.2.9).

ISO 9000:2026(en)
3.2.3
improvement
activity (3.2.12) to enhance performance (3.7.3)
Note 1 to entry: The activity can be recurring or singular.
3.2.4
good practice
method that has been proven to work well and produce good results (3.7.1), and is therefore recommended
to be adopted as a model
Note 1 to entry: A method described as a good practice has usually been tested over time and validated through
repeated trials before being accepted as worthy of broad adoption.
Note 2 to entry: In some circumstances “good practice” is referred to as “best practice”.
3.2.5
benchmarking
comparative evaluation or analysis of similar practices with the aim of improving performance (3.7.3)
Note 1 to entry: Benchmarking can be applied to policies (3.4.5), strategies (3.4.12) and objectives (3.7.11), processes
(3.3.1) and their operation, products (3.7.9), services (3.7.10) and the organization’s (3.1.1) structures.
3.2.6
quality planning
part of quality management (3.2.2) focused on setting quality objectives (3.7.12) and specifying processes
(3.3.1) necessary for providing products (3.7.9) and services (3.7.10), and related resources to achieve the
quality objectives
Note 1 to entry: Establishing quality plans (3.8.10) can be part of quality planning.
3.2.7
quality assurance
part of quality management (3.2.2) focused on providing confidence that quality requirements (3.5.6) will be
fulfilled
3.2.8
quality control
part of quality management (3.2.2) focused on fulfilling quality requirements (3.5.6)
3.2.9
quality improvement
part of quality management (3.2.2) focused on increasing the ability to fulfil quality requirements (3.5.6)
Note 1 to entry: The quality requirements can be related to any aspect such as effectiveness (3.7.17), efficiency (3.7.16)
or traceability (3.5.11).
3.2.10
project management
planning, organizing, monitoring (3.11.3), controlling and reporting of all aspects of a project (3.2.11), and
the motivation of all those involved in it to achieve the project objectives
3.2.11
project
unique process (3.3.1) undertaken to achieve an objective (3.7.11)
Note 1 to entry: A project generally consists of a set of coordinated and controlled activities (3.2.12) with start and
finish dates, conforming to specific requirements (3.5.1), including the constraints of time, cost and resources.
Note 2 to entry: An individual project can form part of a larger project structure and generally has a defined start and
finish date.
ISO 9000:2026(en)
Note 3 to entry: In some projects, the objectives and scope are updated and the product or service characteristics
(3.10.1) defined progressively as the project proceeds.
Note 4 to entry: The output (3.7.8) of a project can be one or several units of a product (3.7.9) or service (3.7.10).
Note 5 to entry: The project’s organization is normally temporary and established for the lifetime of the project.
Note 6 to entry: The complexity of the interactions among project activities is not necessarily related to the project
size.
3.2.12
activity
identified piece of work that is required to be undertaken to complete a project (3.2.11)
Note 1 to entry: The activity in a project can generally be recognized as the smallest identified entity.
3.2.13
project organization
temporary structure that includes project (3.2.11) roles, responsibilities, and levels of authority
and boundaries that need to be defined and communicated to all interested parties (3.1.4) of a project
3.2.14
project management plan
document (3.8.7) specifying what is necessary to meet the objective(s) (3.7.11) of a project (3.2.11)
Note 1 to entry: A project management plan should include or refer to the project’s quality plan (3.8.10).
Note 2 to entry: The project management plan also includes or references such other plans as those relating to
organizational structures, resources, schedule, budget, risk management, environmental management, health and
safety management and security management, as appropriate.
3.2.15
progress evaluation
assessment of progress made on achievement of project (3.2.11) objectives (3.7.11)
Note 1 to entry: This assessment should be carried out at appropriate points in the project life cycle (3.2.16) across
project processes (3.3.1), based on criteria for project processes and products (3.7.9) or services (3.7.10).
Note 2 to entry: The results (3.7.1) of progress evaluations can lead to revision of the project management plan (3.2.14).
3.2.16
project life cycle
defined set of phases from the start to the end of a project (3.2.11)
3.2.17
project phase
division of a project life cycle (3.2.16) into manageable sets of activities (3.2.12), such as
conception, development, realization and termination
3.3 Terms related to process
3.3.1
process
set of interrelated or interacting activities (3.2.12) that uses or transforms inputs to deliver a result (3.7.1)
Note 1 to entry: Whether the result of a process is called an output (3.7.8), a product (3.7.9) or a service (3.7.10) depends
on the context of the reference.
Note 2 to entry: Inputs to a process are generally the outputs of other processes and outputs of a process are generally
the inputs to other processes.
Note 3 to entry: Two or more interrelated and interacting processes in series can also be referred to as a “process”.

ISO 9000:2026(en)
Note 4 to entry: Processes in an organization (3.1.1) are generally planned and carried out under controlled conditions
to add value and to ensure that intended results can be achieved.
Note 5 to entry: A process where the conformity (3.5.9) of the resulting output cannot be readily or economically
validated is frequently referred to as a “special process”.
3.3.2
procedure
specified way to carry out an activity (3.2.12) or a process (3.3.1)
Note 1 to entry: Procedures can be documented or not.
3.3.3
process owner
person (or team) responsible for defining and maintaining a process (3.3.1)
Note 1 to entry: At the organizational level, the process owner is the person (or team) responsible for the description
of a standard process; at the project level, the process owner is the person (or team) responsible for the description of
the defined process. A process can therefore have multiple owners at different levels of responsibility.
3.3.4
process approach
systematic approach to management (3.2.1) in which an organization
(3.1.1) identifies, monitors and manages its internal processes (3.3.1) and their interactions
3.3.5
workflow
series of activities (3.2.12) necessary to complete a task
Note 1 to entry: A workflow that is partially carried out without manual interference can be referred to as a “semi-
automated workflow”. A workflow that is completely carried out without manual interference can be referred to as an
“automated workflow”.
Note 2 to entry: Workflows can be documented.
3.3.6
quality management system realization
process (3.3.1) of establishing, documenting, implementing, maintaining and continually improving a quality
management system (3.4.9)
3.3.7
change matrix
two-dimensional array showing the relationship between product
(3.7.9) or service (3.7.10) realization stages and organizational change stages
Note 1 to entry: The product or service realization stages are presented on the x-axis and organizational change stages
on the y-axis.
3.3.8
aggregation model
combined view of the current state of organizational change
Note 1 to entry: The combined view presents the positions of interested parties (3.1.4) on the change matrix (3.3.7).
3.3.9
intervention
process (3.3.1) through which the behaviour of an organization (3.1.1)
is changed
3.3.10
people development
encouragement of employees to acquire new or advanced competence (3.10.6) by creating
learning and training opportunities with circumstances to deploy the outcomes that have been acquired

ISO 9000:2026(en)
3.3.11
design and development
set of processes (3.3.1) that transform requirements (3.5.1) for an object (3.5.3) into more detailed
requirements for that object
Note 1 to entry: The requirements forming input to design and development are often the result (3.7.1) of research
and can be expressed in a broader, more general sense than the requirements forming the output (3.7.8) of design and
development. The requirements are generally defined in terms of characteristics (3.10.1). In a project (3.2.11), there
can be several design and development stages.
Note 2 to entry: The words “design” and “development” and the term “design and development” are sometimes used
synonymously and sometimes used to define different stages of the overall design and development.
Note 3 to entry: A qualifier can be applied to indicate the nature of what is being designed and developed (e.g. product
(3.7.9) design and development, service (3.7.10) design and development, process design and development).
3.3.12
outsource, verb
make an arrangement where an external organization (3.1.1) performs part of an organization’s function or
process (3.3.1)
Note 1 to entry: An external organization is outside the scope of the management system (3.4.2), although the
outsourced function or process is within the scope.
3.3.13
contract
binding agreement
3.4 Terms related to system
3.4.1
system
set of interrelated or interacting elements
3.4.2
management system
set of interrelated or interacting elements of an organization (3.1.1) to establish policies (3.4.5) and objectives
(3.7.11), as well as processes (3.3.1) to achieve those objectives
Note 1 to entry: A management system can address a single discipline or several disciplines.
Note 2 to entry: The management system elements include the organization’s structure, roles and responsibilities,
planning and operation.
Note 3 to entry: The management system elements can include the organization’s policies, practices, rules and beliefs.
Note 4 to entry: An organization manages its interrelated elements in an orderly manner to achieve its objectives.
Note 5 to entry: The scope of a management system can include the whole of the organization, specific and identified
functions of the organization, specific and identified sections of the organization, or one or more functions across a
group of organizations.
3.4.3
infrastructure
system (3.4.1) of facilities, equipment and services (3.7.10) needed for the operation of an
organization (3.1.1)
3.4.4
work environment
set of conditions under which work is performed
Note 1 to entry: Conditions can include physical, social, psychological and environmental factors (such as temperature,
lighting, recognition schemes, occupational stress, ergonomics and atmospheric composition).

ISO 9000:2026(en)
3.4.5
policy
intentions and direction of an organization (3.1.1) as formally expressed by its top
management (3.1.3)
3.4.6
quality policy
policy (3.4.5) related to quality (3.5.2)
Note 1 to entry: The quality policy:
— is generally consistent with the overall policy of the organization (3.1.1);
— can be aligned with the organization’s vision (3.4.10) and mission (3.4.11);
— provides a framework for the setting of quality objectives (3.7.12).
Note 2 to entry: The quality management (3.2.2) principles presented in this document can form a basis for the
establishment of a quality policy.
3.4.7
culture
integrated shared values, beliefs, history, ethics, attitudes and observed behaviours
3.4.8
quality culture
culture (3.4.7) supporting the achievement o
...