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Dimi Gencheva

Quality Director, Enchanted Rock, Houston, TX, USA   

Dimi Gencheva is the Quality Director at Enchanted Rock. In this role she provides support to Enchanted Rock in maintaining their global ISO 9001:2015 certification, covering all direct served countries worldwide. A substantial part of the support activities includes the planning and coordination of external assessments in different part of the United States and worldwide.

As part of the Corporate Quality team she also manages projects related to the integration of acquisitions into quality management system, development of ISO 9001:2015 related tools and guidance and manages various enterprise wide continuous improvement projects.

Dimi has background of almost 10 years as Lead Auditor for ISO 9001 in Europe and the United States and 8 years of experience in international trade and logistics before that.

Dimi has an MBA degree in International Trade from the University of Anhalt in Germany. She is also a certified Quality Driven Management (QDM) Expert and holds multiple certifications in project, change and innovation management. She enjoys spending time with her family, long walks in nature and traveling to new destinations.


Applying the ISO Science To Ensure Sustainability in the Organization

The ISO 9001 standard has been guiding companies for many years now in the development and maintenance of a quality management system, effectively supporting organizational strategy and goals. With the ISO 9001 standard continuously evolving over time, the role of the quality management system has also evolved from a pure focus on quality and continuous improvement to a framework, supporting the way in which the company shapes its strategic approach and execution plans based on changes in the business environment, customer behavior and preferences, industry and market regulations/disruptions, automation/digital trends, competition shifts, environmental concerns, social expectations.

The Covid-19 pandemic has brought up additional challenges in the form of market disruptions and restrictions plus internal to the organizations challenges, not seen before. This situation calls for expanding the risk environment in an organization and demands for the risk framework and risk management strategy to be updated and even rethought. The reason – expanded risk environment and the challenge of forecasting what’s next. Organizations need to work on risk management frameworks ensuring resilience and sustainability for the future. The failure to do so can negatively impact the company business performance (growth, market share) and the way it is being perceived by its key external stakeholders.

The ISO 9001:2015 standard provides best practices for the development and implementation of an effective and sustainable risk management process. Using the standard requirements and guidance, a multiple level cross-functional process flow can be created, to support the risk management process. This flow should focus on identifying key stakeholders, responsibilities, inputs, outputs, controls, and validation methods, to ensure the process is working effectively. If you maintain a management system designed in accordance with ISO 9001:2015, you have the base to maintain a risk management process ensuring sustainable growth and addressing all applicable risks. For this the risk management process should be designed and implemented, considering the specifics of the organization and the risk environment in which it operates. Often the ISO 9001 requirements addressing risk management are considered “too dry” or formal and quality professionals struggle with adapting them to the ongoing processes of change taking place outside inside the organization. Risk management is often understood as “creating and regularly updating a risk log”.   

For this process to work, it must be flexible, adapted to the organizational specifics, understandable and easy to use. Only this way it can be sustainable and value adding.During the presentation I would like to provide inputs on:-How the risk management process can be designed with the company specifics and challenges in mind-How this process can be linked to strategic objectives and organizational context -Critical inputs, outputs, and controls -Example of risk management process flow look like - example-Linking the outputs of the risk management process to actions (projects, initiatives)-Importance of the validation of effectiveness of risk management actions and how to do this in the most “hands on” way, without creating bureaucracy.

Main message for the participants: “The QMS framework can provide a robust base for designing and implementing an effective risk management process.“Session structureThe session will be delivered via a PowerPoint deck, containing slides and visualization of processes. I would like to provide the following information:-

A “hands-on” approach on how to align the management system processes to deliver desired outcomes when it comes to risk management.

-Demonstration of the approach which can be used to manage risks using the quality management system controls on multiple levels, feature tools and techniques which can be incorporated and speak to how the multiple ISO standards can be used as part of the risk management process.

-Details on how the processes around monitoring and managing risks can be mapped and managed to achieve desired outcomes.

My objective is to design the content in a simple format, allowing good understanding and immediate use. Questions can be asked at the end of the presentation or via chat during the presentation. Questions can also be submitted through the chat for a later response. The audience will learn about:-The approach for identifying and managing risks top-down-The approach on linking risks and risk management to strategic objectives and execution on all levels of the organization.

-Tips on designing the risk management process in a flexible manner.


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(*) based on previous conference attendance

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