01
First, what takes longest
Quality culture, risks and opportunities and change management need months of real behavior to be demonstrated. That is why they start first. Wording adjustments are resolved at the end, in a single review.
ISO 9001:2026 · New edition
Move to ISO 9001:2026 with time, method and evidence.
Two consulting services: transition from the 2015 edition in 26 weeks or direct certification in 52 weeks. A phased plan, a guide every week and the signature of Ing. Freddy Brun on every closed week.
What we do not do. We do not promise certification: the certification body decides. We offer method and weekly control, with the signature of Ing. Freddy Brun on every closed week; your organization builds the evidence.
ISO 9001:2026/Transition/Certification/Phases and decision gates/Weekly guides/Schedule/Signature of Ing. Brun
WHY NOW
You have three years to move from the 2015 edition to 2026, and evidence takes months.
The ISO 9001:2015 transition deadlines are published. What cannot be compressed is the time a system needs to generate real evidence that it works.
Publication
The 2026 edition of ISO 9001 is published. From here, organizations can start to transition.
Last day to certify to the 2015 edition
Until this date, certification bodies can certify or recertify against the 2015 edition.
End of validity of 2015 certificates
A 2015 certificate that has not transitioned stops being valid.
Source: Global ACI, Transition requirements for ISO 9001:2026 (TECH-3-TR). Some bodies set slightly different dates: each body confirms the effective date.
Your 2015 certificate is valid until its expiry, and never beyond 30 Sep 2029. After 31 Mar 2028, the last day to certify to the 2015 edition, 2015 certificates are no longer issued or recertified: if your recertification falls after that date, it has to be against the 2026 edition. The transition audit needs a 26-week plan with real evidence, which is why we plan backwards from the date your certification body sets.
SERVICE A AND SERVICE B
Two services, one criterion: where you start.
The difference is not the quality of the support but where you start from.
ASERVICE A · 26 WEEKS
ISO 9001:2015 2026 transition
For organizations with a valid ISO 9001:2015 certificate that want to reach the transition audit with an updated system and evidence.
- Gap report against the 2026 edition in week 3
- 6 phases with a management decision gate
- Schedule calculated backwards from your certification body’s date
Does not include the certification decision: that belongs to the certification body.
See the transition planBSERVICE B · 52 WEEKS
ISO 9001:2026 certification
For organizations certifying for the first time: design, implementation and an operating period with records before the stage 1 and stage 2 audits.
- System design and documentation with base models
- 7 phases with a management decision gate
- Support during the certification body’s audits, where the body allows it
Does not include the certification decision: that belongs to the certification body.
See the certification planSwipe to see the whole table
| A · ISO 9001:2015 2026 transition | B · ISO 9001:2026 certification | |
|---|---|---|
| Who it is for | Organizations certified to ISO 9001:2015 | Organizations certifying for the first time |
| Duration | 26 weeks | 52 weeks |
| Work + reserve weeks | 24 + 2 | 48 + 4 |
| Phases | 6 | 7 |
| Management decision gates | 6 | 7 |
| Visible milestones | 7 | 12 |
| Weekly guides | 24 | 48 |
| Ends with | Transition audit by the certification body | Stage 1 and stage 2 audits by the certification body |
| Starting point | A valid ISO 9001:2015 certificate and a working system | First certification, with real activity that generates records |
How to choose
- If your organization holds a valid ISO 9001:2015 certificate and the system is running, the path is Service A.
- If your organization is certifying for the first time and has real activity that generates records, the path is Service B.
- If you are unsure, the initial assessment settles it.
Already know which one fits? The initial assessment confirms it in one conversation.
Initial assessment with Ing. Freddy BrunHOW WE WORK
Principles, weekly cycle and control
The 5 Key Steps Method for Value Creation, applied to ISO 9001:2026.
Three principles
02
Each process, only once
We work on each process with all the requirements that touch it. The organization does not go back over the same thing four times.
03
Milestones you can see
Top management follows results by phase, not chapter progress. Each phase closes with a phase gate: top management decides, with defined criteria, whether to continue or adjust.
The phase order is a professional criterion of Buenas Prácticas, not a requirement of the standard. The standard only clarifies two things: that documentation does not need to be aligned to the structure of its clauses (clause 0.1) and that this structure is not meant as a model for documenting the organization's policies, objectives or processes (Annex A, A.2). Within that freedom, we order the work by the time each requirement needs to generate evidence.
Weekly cycle: guide, build and control
- 1
Buenas Prácticas
Weekly guide
At the start of each week, Buenas Prácticas delivers a working guide with four questions: what we do this week and why, what the standard asks, how we build it and how we know it is right. Each question is answered on two levels: "In plain words", for anyone in the organization, and "For specialists", with the technical precision Quality needs. Each statement carries a label: REQUIREMENT (the standard demands it), GUIDANCE (it comes from a note or Annex A) or BP PRACTICE (a recommendation from Buenas Prácticas).
- 2
Organization
Build
The organization builds its own system. Its teams own the processes and know them best: for the key documents they start from a base model provided by Buenas Prácticas and adapt it to their reality. The system reflects how they work, not a generic model.
- 3
Buenas Prácticas
Control
At the end of the week, Buenas Prácticas reviews what was produced against the guide's checklist and against what an auditor usually looks at. When the deliverable starts from a Buenas Prácticas base model, the week closes with top management approval plus the checklist, applied to the version the organization adapted: Buenas Prácticas does not control its own model. If everything is in order, the week closes with the signature of Ing. Freddy Brun; if not, observations are returned within the committed time, before moving on.
Every week is a joint responsibility of the Organization and Buenas Prácticas.
The weekly guide: 4 questions × 2 levels
Every week, a guide with the same four questions. Each one is answered twice: in plain words and for specialists. The plain column simplifies, never distorts.
1
What do we do this week and why?
2
What does the standard ask?
3
How do we build it?
4
How do we know it is right?
In plain words
Anyone in the organization
What needs to be done, why it matters and how you can tell it works, with no jargon and with a before / now example.
For specialists
Quality, internal auditors and top management
What the standard asks, with clause and subclause, what changed compared with 2015, which reference frameworks support it and the criteria Buenas Prácticas uses to control it.
Every statement carries a label
REQUIREMENT
The standard requires it (it uses "shall").
GUIDANCE
It comes from a note or Annex A of the standard, or from a guidance standard: it helps, but does not oblige.
BP PRACTICE
A Buenas Prácticas recommendation based on its experience. It is not a requirement of the standard.
Closed week and signature of Ing. Freddy Brun
A week is closed when Buenas Prácticas' control approves the guide's checklist. If the deliverable starts from a Buenas Prácticas base model, the organization's top management also approves the adapted version; the control is applied to that version, not to the model. If it is not approved, Buenas Prácticas returns observations within the committed time and the week stays open until they are resolved.
Buenas Prácticas returns the observations in writing, within the committed time, indicating what is missing and why. The organization resolves them and the control is repeated.
On the progress dashboard, top management sees which weeks are closed, which are in progress and which fell behind, without having to review the deliverables one by one.
The signature
Every closed week carries the approval signature of Ing. Freddy Brun.
Phase gates
At the end of each phase there is a gate: a short meeting in which top management decides, with criteria defined in advance, whether to continue with the plan or adjust it.
What they are for
- They give top management one decision point per phase, instead of learning about problems close to the audit.
- They put the criteria in writing before the phase starts, so that "met" means the same to everyone.
- They allow deadlines, resources or priorities to be adjusted while there is still time to do so.
- They record top management's decision and its date.
The criteria for each gate are in the plan. The decision always belongs to the organization's top management; Buenas Prácticas provides the analysis and the recommendation.
Passing a phase gate is not the same as obtaining certification: the decision to certify is made exclusively by the certification body.
Reserves
No 26- or 52-week schedule holds up without margin: there are holidays, vacation shutdowns, production peaks, people who fall ill and bodies that reschedule. That is why the plan includes reserve weeks: 2 in Service A (24 of work and 2 of reserve) and 4 in Service B (48 of work and 4 of reserve).
- Reserve weeks are within the total and carry no working guide: they are a safety margin, not free time.
- They are used when a week falls behind, when the organization shuts down or when the certification body changes the date.
- Use of the reserve is agreed in the weekly meeting and recorded on the progress dashboard.
- If the delay exceeds the reserve, the plan is adjusted at the next phase gate, with top management's decision.
The 5 steps of the method applied to ISO 9001:2026
- 1
Root Diagnosis
Survey and gap analysis against the 2026 edition.
- 2
Regulatory and Process Analysis
Prioritization of gaps according to the time each requirement needs to generate evidence.
- 3
Modular Value Design
Plan by phases and weeks, with a phase gate at the close of each phase.
- 4
Guided Implementation
Weekly cycle: guide, build and control.
- 5
Validation and Sustainability
Internal audit, management review, mock audit and support during the certification body's audit.
SCHEDULE
The weeks, phase by phase.
Each phase closes with a gate where management decides (the diamond). “R” marks reserve weeks and “A” the external audit, whose date is set by the certification body.
A · ISO 9001:2015 2026 transition 26 weeks
Swipe to see all weeks
Work weekPhase gateR · ReserveA · External audit
See the schedule as a table
Swipe to see the whole table
| Phase | Weeks | Milestones | Gate |
|---|---|---|---|
| F1 · Kick-off and assessment | W01–W03 | W01 Project start W03 Assessment delivered | W03 · Do we continue with the transition plan? |
| F2 · Culture, leadership and risks | W04–W10 | W10 Culture and risks implemented | W10 · Are culture and risks under way so that evidence starts to be generated? |
| F3 · Context, changes and knowledge | W11–W14 | — | W14 · Do we move on to adjusting operations and measurement? |
| F4 · Customers, suppliers and measurement | W15–W18 | W17 System updated | W18 · Are we ready to audit the system internally? |
| F5 · Internal verification | W19–W22 | W21 Internal audit completed W22 Management review | W22 · Do we close the verification and move on to final preparation? |
| F6 · Documentation close-out and transition audit | W23–W26 | W26 Transition audit | W25 · Do we go to the transition audit with the system ready? |
B · ISO 9001:2026 certification 52 weeks
Swipe to see all weeks
Work weekPhase gateR · ReserveA · External audit
See the schedule as a table
Swipe to see the whole table
| Phase | Weeks | Milestones | Gate |
|---|---|---|---|
| F1 · Kick-off and assessment | W01–W03 | W01 Project start W03 Assessment delivered | W03 · Do we continue with the proposed scope and schedule? |
| F2 · Context, leadership and planning | W04–W11 | W11 Strategic foundations approved | W11 · Do we approve the strategic foundations of the system? |
| F3 · System design and documentation | W12–W27 | W26 System documented | W27 · Do we approve the documented system and move on to implementing it? |
| F4 · Implementation and training | W28–W33 | W28 System launch W33 System in operation | W33 · Does the system work as documented? |
| F5 · Operation with records | W34–W39 | W38 Operating period completed | W39 · Are we ready to audit the system internally? |
| F6 · Internal verification | W40–W44 | W41 Internal audit completed W43 Management review | W44 · Do we go to stage 1 of the certification audit? |
| F7 · Certification | W45–W52 | W46 Stage 1 audit W50 Stage 2 audit W52 Project close | W49 · Do we go to stage 2 of the certification audit? |
Passing a phase gate is not the same as obtaining certification: the certification decision is made exclusively by the certification body.
WHAT YOU GET, WHAT IS ON YOUR SIDE, TIME COMMITMENT
What you get, what is on your side and how much time it takes
What you get
- One guide per week that answers four questions, each on two levels (in plain words and for specialists), with what the standard asks labeled as requirement, guidance or Buenas Prácticas practice, and adapted to each organization
- A weekly working session with the organization's counterpart; its length and format are confirmed in the proposal
- Buenas Prácticas control of what is produced each week against the standard and against what an auditor usually looks at, with written feedback within the committed time; where the deliverable starts from a Buenas Prácticas base model, the week closes with top management approval plus Buenas Prácticas' checklist
- Approval signature of Ing. Freddy Brun on every closed week
- Direct facilitation of the workshops and plan milestones (workshops with top management, internal audit, mock audit and support during the certification body's audits, where the body allows it and without answering the auditor on the organization's behalf)
- Base models for the key documents (for example, change management, documented information, internal audit, management review, nonconformity and improvement), which the organization adapts to its reality and approves
- Starter templates for the key deliverables
- Schedule with real dates, calculated backwards from the certification body's audit date
- Progress dashboard for top management and phase gates, with top management's decision and defined criteria
- Reserve weeks within the total number of weeks, to absorb delays and breaks
What is on your side
- The organization appoints a counterpart with weekly availability, and top management takes part in the phase gates and milestones
- The organization provides the information and access requested within each week's deadlines; a week closes when Buenas Prácticas' control approves the guide's checklist and, if the deliverable starts from a Buenas Prácticas base model, the organization's top management approved it
- The organization builds its own system. Its teams own the processes and know them best: for the key documents they start from a base model provided by Buenas Prácticas and adapt it to their reality. The system reflects how they work, not a generic model.
Estimated time commitment (hours per person per week)
Phase columns: weekly average per phase. “Peak”: the role’s heaviest week. “Total”: project hours per person, excluding reserve weeks. These are estimates and are adjusted after the initial assessment. Weekly working session with your counterpart: a Meet session of 60 to 90 minutes per week, with WhatsApp support from 8 am to 8 pm.
Service A · Transition
| Role | F1 | F2 | F3 | F4 | F5 | F6 | Avg. | Peak | Project total |
|---|---|---|---|---|---|---|---|---|---|
| Top management | 1.5–2.5 | 1.5–2.5 | 1.5–2.5 | 1.5–2.5 | 1.5–2.5 | 2.5–3.5 | 1.5–2.5 | 6 | 38–63 |
| Quality Manager | 3.5–5 | 4–6 | 4.5–6.5 | 4–6 | 4–6 | 6–8.5 | 4–6 | 12 | 100–149 |
| Process owners | 1.5–2 | 2–3.5 | 2.5–3.5 | 3–4.5 | 2–3 | 3–5 | 2–3.5 | 6 | 53–83 |
| Staff | 0.5–1 | 0–0.5 | 0.5 | — | — | 1.5–2.5 | 0.5 | 4 | 8–14 |
| Internal auditors | 1–1.5 | — | — | — | 5–7.5 | 1.5–2 | 1–1.5 | 12 | 26–39 |
Totals do not include the 2 reserve weeks.
Service B · Certification
| Role | F1 | F2 | F3 | F4 | F5 | F6 | F7 | Avg. | Peak | Project total |
|---|---|---|---|---|---|---|---|---|---|---|
| Top management | 1.5–2.5 | 2–3 | 1–2 | 1.5–2.5 | 1–2 | 1.5–2.5 | 2–3 | 1.5–2.5 | 6 | 71–120 |
| Quality Manager | 3–5 | 4–6 | 4–6 | 4–6 | 4–6 | 4–6 | 6–8.5 | 4–6.5 | 12 | 200–300 |
| Process owners | 1.5–2.5 | 2–3 | 2.5–4 | 2.5–3.5 | 2–3.5 | 2.5–4.5 | 2.5–4.5 | 2.5–3.5 | 6 | 111–177 |
| Staff | — | — | <0.5 | 1–2 | — | — | 1–1.5 | 0.5 | 5 | 14–24 |
| Internal auditors | — | — | — | 1.5–2 | 0.5–1 | 4–6 | 0.5–1 | 0.5–1 | 12 | 31–47 |
Totals do not include the 4 reserve weeks.
With your certification body’s date, the plan is calculated backwards.
Initial assessment with Ing. Freddy BrunSCOPE AND CONDITIONS
What is not included and the assumptions we work under
We put it in writing before starting so that “done” means the same thing for everyone.
Not included
- The decision to certify or to maintain the certificate: it belongs exclusively to the certification body
- The certification body's fees or its audits, which the organization contracts and pays for
- Writing the system in place of the organization: the organization's teams own their processes, adapt the Buenas Prácticas base models and build their system; Buenas Prácticas provides models and guidance, and controls
- Investments in equipment, infrastructure, software or information systems that the management system requires
- Legal, regulatory or technical advice specific to the organization's sector
- Activities outside the plan: supplier audits, product or other-standard certifications, and queries outside the sessions and the weekly control
- Any assurance of a result in the certification body's audit
Assumptions
- The certification decision belongs exclusively to the certification body; Buenas Prácticas does not promise it
- The organization appoints a counterpart with weekly availability, and top management takes part in the phase gates and milestones
- Estimated hours per role are ranges per person per week; they are adjusted with the assessment and with the project's experience
- The organization provides the information and access requested within each week's deadlines; a week closes when Buenas Prácticas' control approves the guide's checklist and, if the deliverable starts from a Buenas Prácticas base model, the organization's top management approved it
- The phase order is a professional criterion of Buenas Prácticas (first what takes longest to generate evidence); the standard does not require it
- Audit dates are set by the certification body and the organization arranges them with it, with Buenas Prácticas' support; the schedule is adjusted to the agreed audit date
- The 2015 edition transition deadlines are those reported by Global ACI (TECH-3-TR); some bodies set slightly different dates, and each body confirms the effective date
- Clause references correspond to IRAM-ISO 9001:2026
Rescheduling
- Reserve weeks are within the total number of weeks and are marked in the plan; they are not added at the end
- If a working week is not closed on time, the delay is absorbed by the nearest later reserve; the weeks in between shift and are recorded on the progress dashboard
- A week closes when Buenas Prácticas' control approves the checklist (and, where there is a Buenas Prácticas base model, top management approved the adapted version); if observations are returned, the organization fixes them within the committed time and the week is not considered closed until then
- If the reserves run out, top management decides at the nearest phase gate: reduce the scope of the peak week, extend the schedule or accept the risk; the weeks that generate evidence (culture, risks, opportunities, changes) are not skipped
- If the body moves the audit date later, the schedule is recalculated backwards; the additional weeks are added before the audit and the preparation activities shift without altering the phase order
- If the body moves the date earlier, the remaining reserve weeks are consumed first; if they are not enough, Buenas Prácticas shows top management which weeks are compressed and which evidence ends up more recent, and top management decides whether to accept that risk or ask the body for another date
- If the organization shuts down for a break (for example, in January), it reports this at the start of the project and it is loaded into its calendar (break and holidays). A week with a break does not count as a working week: the break first consumes the reserve weeks (the one closest to that date) and, if it exceeds them, the schedule shifts and the start is brought forward. Top management is told which reserves have been used. No sessions, workshops or internal audits are scheduled during the break
- Long holidays are resolved by rescheduling the session within the same week or, if that is not possible, with the nearest reserve; milestones and phase gates are placed on the last working day of their week
SAMPLE GUIDE
What a weekly guide looks like: week 5, quality culture
Every week, a guide with the same four questions. Each one is answered twice: in plain words and for specialists. This is the week 5 guide of Service A; the “before / now” examples are illustrative and do not correspond to real companies.
Week 5 · Service A
Cultura de la calidad y comportamiento ético
The sample guide is a client deliverable and is shown in its original language, Spanish.
Technical sheetWeek 5 · Service A
- Clauses
- 5.1.1 i) new 5.1.1 k) expanded
- Expected evidence
- Declaración aprobada y fechada por la alta dirección
- Acta del taller con la Dirección
- Línea de base de 2 o 3 indicadores
- Maturation
- BP estima que la evidencia de conducta necesita entre 3 y 6 meses de registros.
1¿Qué hacemos esta semana y por qué?
In plain words
Esta semana la Dirección define qué significa «hacer bien las cosas» en tu organización, cómo se nota a diario, y lo deja en una declaración corta con conductas e indicadores.
Importa porque podés tener todo escrito y fallar igual: si avisar un error trae problemas, los errores se esconden. La norma 2026 pide a la alta dirección promover dos cosas: cultura de la calidad y comportamiento ético.
En una metalúrgica de 60 personas
BeforeVentas promete entrega en 10 días aunque producción necesita 20. Se vende, pero el cliente reclama al mes.
NowVentas consulta el plazo real antes de prometerlo, y la gerencia reconoce a quien avisó un atraso a tiempo. Se mide cuántos pedidos salen en fecha.
En tu sector, ¿qué pasa con quien avisa de un error propio?
For specialists
GUIDANCEA.5.1
A.5.1 da a la alta dirección un rol fundamental en promover la cultura de la calidad; la ética en decisiones, acciones e interacciones puede incidir en cualquier aspecto de la calidad.
BP PRACTICE5.1.1 i)
Riesgo: sin conductas observables hay poca evidencia objetiva del inciso; el sistema luce bien en papel y falla en la práctica.
BP PRACTICE5.1.1 l)
Vínculo: BP propone llevar los indicadores de conducta a la revisión por la dirección como evidencia de rendición de cuentas sobre la eficacia.
2¿Qué pide la norma?
In plain words
La cláusula 5.1.1 enumera cómo la alta dirección demuestra liderazgo. Esta semana importan dos:
- Promover la cultura de la calidad y también el comportamiento ético. Es nuevo en 2026.
- Promover el pensamiento basado en oportunidades, además del de riesgos, que ya estaba en 2015.
Una nota de la norma aclara que cultura y ética se ven en valores compartidos, actitudes, prácticas y acciones. BP agrega: que se observen a diario.
For specialists
REQUIREMENT5.1.1 i)
Como parte de su liderazgo y compromiso, la alta dirección debe promover el comportamiento ético y la cultura de la calidad.
REQUIREMENT5.1.1 k)
Debe promover tanto el pensamiento basado en riesgos como el basado en oportunidades.
GUIDANCE5.1.1 Nota 2
Según la Nota 2, los dos conceptos del inciso i) se hacen visibles en valores compartidos, actitudes, prácticas y acciones.
REQUIREMENT5.1.1 i)
Respecto de 2015: inciso nuevo. En 2015 la cultura solo aparecía en el contexto interno (4.1 Nota 3), no como compromiso de liderazgo.
REQUIREMENT5.1.1 k)
Respecto de 2015: el pensamiento basado en riesgos ya figuraba en 5.1.1 d). Lo nuevo son las oportunidades, que 6.1.2 y 6.1.3 tratan por separado.
GUIDANCEPrólogo
Respecto de 2015: el Prólogo cuenta la cultura y la ética entre los cambios principales, sobre todo en liderazgo (5.1.1), toma de conciencia (7.3) y ambiente (7.1.4).
- 5.2.1 No exige que la política refleje la cultura; A.5.2 (orientación) lo admite según el contexto (semana 6).
- 7.3 e) Requisito nuevo: las personas toman conciencia de la ética y de la cultura de la calidad (semana 7).
- 7.1.4 Nota Su nota suma en 2026 que la cultura y la ética pueden influir en factores del ambiente (orientación; semana 7).
- 9.3.2 d) Requisito: la revisión incluye el desempeño del sistema; BP suma ahí los indicadores de conducta (semana 22).
- ISO 10010:2022 Orientación ISO sobre cultura de la calidad, citada en notas de A.5.1 y A.7.3. No agrega requisitos ni es certificable.
- Edgar H. Schein, Organizational Culture and Leadership Tres niveles: artefactos, valores declarados y supuestos básicos. Una declaración firmada es solo un artefacto (marco académico).
- W. Edwards Deming, Out of the Crisis, punto 8 «Eliminar el miedo»: si reportar es riesgoso, los problemas se ocultan y el sistema no aprende. Marco de gestión, no requisito.
3¿Cómo lo construimos?
In plain words
- Taller con la Dirección (2 a 3 horas, lo facilita BP): qué conductas queremos ver y cuáles no toleramos.
- Elegir de 3 a 5 valores y traducir cada uno en conductas observables, por ejemplo «avisar un error propio en el mismo turno».
- Definir qué se espera en ética con clientes, proveedores y personal.
- Definir qué hará la Dirección y con qué frecuencia: recorridas, reconocimientos, cómo reacciona ante un error.
- Elegir 2 o 3 indicadores de conducta, con datos que ya existan.
- Redactar la declaración con la plantilla y aprobarla.
For specialists
Deliverable: Declaración de cultura de la calidad y comportamiento éticoMinimum content
- Valores, cada uno con conductas observables
- Comportamiento ético esperado
- Compromisos de la Dirección, con frecuencia
- Indicadores con meta, fuente y frecuencia
- Vínculo con la dirección estratégica, la política de la calidad (semana 6) y la toma de conciencia (semana 7)
- Fecha y aprobación de la alta dirección
BP PRACTICE5.1.1 i)
El inciso no exige información documentada ni formato. BP propone la declaración porque deja evidencia fechada y aprobada.
BP PRACTICE5.1.1 i)
Valores: de 3 a 5, cada uno con una conducta que un tercero pueda observar. Los genéricos («excelencia») no sirven.
BP PRACTICE5.1.1 k)
Oportunidades: la declaración puede registrar cómo las promueve la Dirección; sus acciones (6.1.3) se trabajan en las semanas 8 a 10.
4¿Cómo sabemos que está bien?
In plain words
Cómo se nota que funciona
- Cualquiera puede contar con sus palabras qué se espera de él en calidad y ética.
- Avisar un error propio es normal y nadie busca culpables.
- La Dirección hace lo que dijo, y se ve en agendas, actas e indicadores.
For specialists
Qué va a buscar el auditor (criterio de BP)
- Coherencia entre lo que declara la Dirección y lo que premia o sanciona.
- Avisos voluntarios de problemas y su tratamiento.
- Personas de distintos niveles que expliquen la declaración con sus palabras.
Errores frecuentes
- Quedarse en un código de ética impreso y una charla: sin conductas observadas cuesta demostrar el inciso i).
- Presentar la declaración como si la norma la exigiera: 5.1.1 no pide documento ni método.
- Contar el pensamiento basado en riesgos como novedad: ya estaba en 5.1.1 d) de 2015.
Control de Buenas Prácticas
- Cada valor (de 3 a 5) tiene una conducta observable.
- Está definido el comportamiento ético esperado con clientes, proveedores y personal.
- La Dirección tiene acciones propias, con frecuencia definida.
- Hay al menos 2 indicadores, con meta, fuente y frecuencia.
- Está vinculada con la dirección estratégica y el contexto interno (4.1).
- Está aprobada y fechada por la alta dirección.
Your organization
- ¿Existe un código de ética o de conducta vigente?
- ¿Cómo se trata hoy un error reportado por su autor?
- ¿Hay encuesta de clima? ¿Incluye calidad?
- ¿Algún cliente exige requisitos de ética?
For the next meeting
- Traé el código de ética vigente, si existe, y la última encuesta de clima.
- Tené 2 o 3 episodios recientes de error avisado u ocultado.
- Confirmá la fecha del taller con toda la alta dirección.
Starter template
PL-05-declaracion-cultura.docx
WHAT PEOPLE USUALLY ASK
The usual doubts, answered before you hire.
Do you guarantee certification?
No. The decision to certify or to keep a certificate belongs exclusively to the certification body. Our job is to help you get prepared: with method and weekly control, and with the signature of Ing. Freddy Brun on every closed week; your organization builds the evidence.
How many hours a week will this take from my people, and which ones?
Every plan includes an estimated time commitment table by role (top management, Quality Manager, process owners, staff and internal auditors), in ranges of hours per week per person, with the heaviest week marked; you can see it above. It is adjusted in the assessment with your team’s real availability, and the plan includes reserve weeks to absorb delays.
What do you do and what do we do? It sounds like I write everything and you correct it.
Every week you receive a working guide with four questions (what we do and why, what the standard requires, how we build it and how we know it is right), a working session with your team, a review of what was produced with written feedback within the committed time, and the signature of Ing. Freddy Brun when the week is closed. We also facilitate the key workshops and milestones: quality culture, internal audit, mock audit and preparation for the certification body’s audit. Your team builds the system because it owns the processes: if a third party writes it, it does not reflect how you work and is hard to sustain in an audit.
I already run the 2015 edition and others offer the transition in 3 months. Why 26 weeks?
We do not comment on other proposals. Our criterion is to order the work by what takes longest to generate evidence: quality culture, risks and opportunities and change management need months of real behavior to be demonstrated, and the internal audit and management review must rest on that evidence. It is our professional criterion, not a requirement of the standard. If your certification body audits earlier, we do not promise the impossible: we calculate backwards from that date, see which weeks are compressed and which evidence ends up more recent, and top management decides whether to accept that risk.
What happens if we fall behind, if we close in January for holidays or if the certification body changes the date?
The plan includes reserve weeks within the total: 2 in Service A and 4 in Service B, placed before the most sensitive milestones. There are written rescheduling rules: if a week slips, the nearest reserve is used; if the body changes the date, the plan is recalculated backwards; shutdowns, like the January one, are reported at the start and charged to the reserve. Every client receives a calendar with real dates, not generic weeks.
This looks like a template. What is specific to my company and why you?
The plan is a framework that is adapted to your organization in two places: each weekly guide has a “Your organization” section with questions and data to fit it to your reality, and the diagnosis in the first weeks is when the plan is fitted to your case. The calendar also comes with your real dates. Above you can see a complete sample guide, and Ing. Freddy Brun’s background is on his page.
Do we have to rebuild the management system?
No. The 10-clause structure and the process approach are kept; specific requirements change. The organization updates what changed, and the gap analysis at the start sets out what.
Until when is my 2015 certificate valid?
According to the Global ACI TECH-3-TR document, until 30 Sep 2029. Some bodies set slightly different dates: your certification body confirms it.
Can I still certify to the 2015 edition?
According to Global ACI TECH-3-TR, until 31 Mar 2028, and those certificates stop being valid on 30 Sep 2029. The certification body confirms it.
Do I have to organize my documentation like the clauses of the standard?
No. The standard makes clear that this is not needed (clause 0.1 and Annex A, A.2). That is why we work each process with all the requirements that touch it.
Is the BP-CAP-9001-26 training official?
It is Buenas Prácticas material. It explains the standard but does not replace it: the standard is obtained in its official edition (IRAM).
WHY BUENAS PRÁCTICAS
A method with the signature of Ing. Brun.
Buenas Prácticas is a team led by Ing. Freddy Brun, with over 30 years in industry. The method, the guides and the templates are our own and are applied the same way in every week of every service.
+30
years in industry, focused on regulated industries
72
weekly guides on two reading levels
15
starter templates
6 / 7
phases with a decision gate (service A / B)
CommitmentEvery closed week carries my approval signature.
Ing. Freddy Brun
Industrial engineering · 30+ years in industry
Are you a consultant or an auditor?
Buenas Prácticas adds professionals to the Associate Consultants Program: you work with your own clients using the BP method and guides.
PDF DOWNLOADS
Take the service with you as a PDF.
Five documents to read, print or share with your management and your certification body. The PDFs are in Spanish.
Service A · Transition
Brochure for the 26-week service: phases, milestones and dedication.
Download PDFPDF · 2,4 MB · in Spanish
Service B · Certification
Brochure for the 52-week service: design, implementation and audits.
Download PDFPDF · 2,4 MB · in Spanish
Initial assessment
One-page summary of the first step with Ing. Freddy Brun.
Download PDFPDF · 0,5 MB · in Spanish
BP-CAP-9001-26
Training material: what changed in ISO 9001:2026.
Download PDFPDF · 2,3 MB · in Spanish
Associate consultants
Brochure for the program for consultants and auditors.
Download PDFPDF · 2,7 MB · in Spanish
THE NEXT STEP
Start with an initial assessment with Ing. Freddy Brun.
Two steps. First, a 1-hour introductory talk with Ing. Freddy Brun, remote and free of charge, where he presents how we work in the service that fits you. Then the assessment: you complete a checklist, send us the documented information we ask for, and receive an initial assessment report with Strengths and Opportunities for improvement, useful even if you do not hire us.
You can also write to us at asistentebp73@gmail.com or on WhatsApp at +54 9 341 555-7944.
The contact form already has “ISO 9001:2026 · Initial assessment” selected. Once the date of the talk is confirmed we send you the assessment checklist, with the list of documented information to send; anything you do not know, mark as “Don’t know”.