ISO/TS 16949:2009 Certification

ISO/TS 16949:2009 was an important automotive quality management specification developed to establish consistent quality management requirements across the global automotive supply chain. It was designed to be used together with ISO 9001:2008 and specified requirements for the design and development, production, installation, and servicing of automotive-related products. It applied particularly to sites manufacturing customer-specified production and service parts.

The specification was developed by the International Automotive Task Force (IATF) in cooperation with ISO/TC 176. Its objective was to harmonize different automotive quality assessment and certification systems and create a common approach to quality management throughout the automotive supply chain. ISO/TS 16949 evolved through editions published in 1999, 2002, and 2009, with the 2009 edition representing its third edition.

Importance of ISO/TS 16949:2009

ISO/TS 16949:2009 placed strong emphasis on customer requirements, defect prevention, process control, continual improvement, and reducing variation and waste. These principles were particularly significant for automotive manufacturers and suppliers because automotive production depends on consistent processes, reliable components, effective supplier management, and the ability to meet demanding customer-specific requirements.

The specification could be applied throughout the automotive supply chain. Supporting functions such as design centres, corporate offices, and distribution centres could contribute to the audited quality management system, although they could not receive stand-alone ISO/TS 16949:2009 certification.

Certification and Current Status

Organizations historically sought certification to ISO/TS 16949:2009 to demonstrate that their automotive quality management system met the applicable requirements. However, ISO/TS 16949:2009 is no longer a current certification standard. ISO lists the 2009 edition as withdrawn, with its withdrawal dated 1 December 2016.

It was replaced by IATF 16949:2016, which was published by the International Automotive Task Force in October 2016. IATF 16949:2016 cancelled and replaced ISO/TS 16949:2009 and was aligned with ISO 9001:2015. Certificates to ISO/TS 16949:2009 ceased to be valid after 14 September 2018.

Therefore, while ISO/TS 16949:2009 remains highly relevant from a historical and quality-management perspective, organizations seeking current automotive quality certification should consider IATF 16949:2016, together with applicable customer-specific requirements.

Official reference: ISO/TS 16949:2009 — ISO official page

Current automotive QMS reference: IATF Global Oversight — IATF 16949

#IATF16949

What Was ISO/TS 16949:2009 and Why Was It Important to the Automotive Industry?

ISO/TS 16949:2009 was an automotive-sector quality management specification developed to establish consistent quality requirements for organizations involved in automotive production and related services. It was used together with ISO 9001:2008 and specified requirements for the design and development, production, installation, and servicing of automotive-related products. It applied particularly to manufacturing sites producing customer-specified production and service parts and could be implemented throughout the automotive supply chain.

The specification was originally developed by the International Automotive Task Force (IATF) in cooperation with ISO/TC 176. Its broader objective was to harmonize the different automotive quality assessment and certification approaches that had developed in various regions and among different vehicle manufacturers. ISO described ISO/TS 16949 as one of the most widely used quality-management specifications in the automotive industry.

Why Was It Important?

One of the most significant contributions of ISO/TS 16949:2009 was its emphasis on consistent processes and defect prevention. Automotive manufacturers depend on thousands of components from numerous suppliers, making process consistency, product conformity, traceability, and reliable supplier performance essential.

The specification encouraged organizations to establish systematic quality processes rather than relying primarily on final-product inspection. This supported better control of manufacturing processes, identification of potential quality problems, and continual improvement.

It also helped create a more common quality-management language between automotive manufacturers, component suppliers, and other supply-chain organizations. A harmonized approach reduced the need for suppliers to manage multiple fundamentally different quality-system requirements for different customers.

Another important feature was its application across the automotive supply chain. Supporting functions such as design centres, corporate offices, and distribution centres could form part of the site audit when supporting manufacturing activities, although they could not receive stand-alone ISO/TS 16949:2009 certification.

Transition to IATF 16949

ISO/TS 16949:2009 is now withdrawn. ISO records its withdrawal as 1 December 2016. It was replaced by IATF 16949:2016, which was developed by the IATF and aligned with ISO 9001:2015. The IATF states that IATF 16949:2016 cancelled and replaced ISO/TS 16949:2009, and certificates to the 2009 specification were no longer valid after 14 September 2018.

Therefore, ISO/TS 16949:2009 should now be understood primarily as the historical predecessor of IATF 16949. Its importance lies in establishing a globally harmonized automotive quality-management approach that strongly influenced the quality expectations and practices used throughout today’s automotive supply chain.

Official reference: ISO/TS 16949:2009 — ISO official page

Current automotive QMS information: IATF 16949 — International Automotive Task Force

#ProcessImprovement

What Key Quality Management Principles Were Emphasized by ISO/TS 16949:2009?

ISO/TS 16949:2009 placed strong emphasis on developing a systematic quality management approach specifically suited to the automotive supply chain. Built on ISO 9001:2008, it strengthened automotive-specific expectations around customer requirements, process control, defect prevention, continual improvement, and supplier performance. ISO described the 2009 specification as supporting continual improvement while emphasizing defect prevention and reducing variation and waste.

1. Customer Focus

Meeting customer requirements was a fundamental priority. Automotive suppliers needed to understand customer specifications, contractual requirements, product expectations, and applicable regulatory requirements. Strong customer focus helped organizations improve product conformity and customer satisfaction.

2. Process Approach

ISO/TS 16949:2009 encouraged organizations to manage quality through controlled and interconnected processes rather than treating quality as a final inspection activity. Manufacturing, purchasing, production planning, inspection, testing, maintenance, and delivery needed to work together to produce consistent results.

The process approach remains a core quality-management principle in the ISO 9000 family because managing interrelated processes can produce more consistent and predictable outcomes.

3. Defect Prevention

A particularly important automotive principle was preventing defects rather than simply detecting them after production. Organizations were expected to identify potential causes of failures and establish controls before defects reached customers.

This preventive approach was essential in automotive manufacturing, where component failures can affect vehicle reliability, safety, production schedules, warranty costs, and customer confidence.

4. Continual Improvement

Organizations were expected to continually improve their quality-management systems and production processes. Corrective actions, preventive activities, performance analysis, audits, and lessons learned could be used to identify opportunities for improvement.

5. Reduction of Variation and Waste

ISO/TS 16949:2009 placed significant attention on reducing process variation and manufacturing waste. Greater process consistency could help suppliers achieve more predictable product quality while reducing scrap, rework, delays, and unnecessary costs. ISO highlighted these objectives when introducing the 2009 edition.

6. Evidence-Based Quality Control

Data and objective evidence were important for monitoring manufacturing performance. Organizations could use process measurements, inspection results, defect data, customer complaints, audit findings, and statistical techniques to identify trends and make informed quality decisions.

7. Supplier and Supply-Chain Management

Because automotive manufacturing depends heavily on interconnected suppliers, effective supplier evaluation and development were also important. Organizations needed processes for controlling purchased products and monitoring supplier performance.

Conclusion

Overall, ISO/TS 16949:2009 promoted a customer-focused, process-oriented and prevention-based quality culture. Its emphasis on defect prevention, continual improvement, variation reduction, waste reduction, data-driven control, and supply-chain quality helped automotive organizations improve consistency and reliability.

ISO/TS 16949:2009 is now withdrawn and was replaced by IATF 16949:2016. Nevertheless, its principles remain important for understanding the development of modern automotive quality management.

Reference: ISO Quality Management Principles

#DefectPrevention

How Did ISO/TS 16949:2009 Support Defect Prevention and Process Improvement?

ISO/TS 16949:2009 supported defect prevention and process improvement by shifting automotive quality management toward proactive control rather than relying primarily on final inspection. Developed for automotive production and relevant service-part organizations, the specification was used together with ISO 9001:2008 and could be applied throughout the automotive supply chain. Its stated goal was continual improvement, with particular emphasis on defect prevention and reducing variation and waste.

1. Preventing Problems Before They Occurred

A central principle was to identify potential problems early and take preventive action. Instead of waiting for defective components to reach the inspection stage or customer, organizations were encouraged to identify potential causes of failure and introduce controls to prevent their occurrence.

This approach was especially important in automotive manufacturing, where a defect in a component can affect production schedules, vehicle reliability, warranty costs, and customer satisfaction.

2. Using Risk and Failure Analysis

Automotive quality methods such as Failure Mode and Effects Analysis (FMEA) helped organizations systematically identify possible failure modes, evaluate their effects and causes, and establish preventive controls. Other commonly associated tools included Advanced Product Quality Planning (APQP), Production Part Approval Process (PPAP), Statistical Process Control (SPC), and Measurement System Analysis (MSA). These tools provided a structured way to control quality from product and process development through manufacturing.

3. Controlling Process Variation

ISO/TS 16949:2009 specifically emphasized controlling and reducing variation in product characteristics and manufacturing process parameters. Organizations could use process data and statistical techniques to determine whether processes were stable and capable of consistently meeting requirements.

Reducing variation helped manufacturers produce more consistent components, reduce scrap and rework, and improve process predictability.

4. Root-Cause Corrective Action

When a nonconformity or customer complaint occurred, organizations were expected to investigate its underlying causes rather than simply correcting the immediate problem. Corrective action was intended to eliminate the cause and prevent recurrence.

This created a feedback loop in which defects, complaints, rejected parts, and process failures became inputs for improvement.

5. Error-Proofing

Error-proofing, often referred to as poka-yoke, supported prevention by making manufacturing processes less vulnerable to human or process errors. Examples could include fixtures that prevent incorrect component orientation or automated controls that stop production when a critical condition is not met.

6. Continual Process Improvement

The specification required organizations to establish continual-improvement processes. Manufacturing improvement was focused particularly on reducing variation and waste once processes were capable and stable.

Conclusion

Overall, ISO/TS 16949:2009 promoted a prevention-based, data-driven and process-oriented approach to automotive quality. FMEA and other quality tools helped identify risks, SPC supported process control, corrective action addressed root causes, and continual improvement reduced variation and waste.

ISO/TS 16949:2009 is now withdrawn and was replaced by IATF 16949:2016. However, its focus on defect prevention and process improvement remains important for understanding the evolution of automotive quality management.

Official reference: ISO/TS 16949:2009 — ISO official page

#AutomotiveSupplyChain

How Did ISO/TS 16949:2009 Address Customer-Specific Requirements and Automotive Supply Chain Quality?

ISO/TS 16949:2009 was designed to create a common quality-management framework for the global automotive supply chain while allowing individual automotive customers to impose additional requirements. Developed in conjunction with ISO 9001:2008, it applied to organizations manufacturing customer-specified automotive production and service parts and could be applied throughout the automotive supply chain.

Customer-Specific Requirements

One of the important features of ISO/TS 16949:2009 was its relationship with Customer-Specific Requirements (CSRs). The specification provided a common baseline for automotive quality management, while applicable customer requirements could add further expectations relating to quality, production, logistics, product development, reporting, or other business processes.

The 2009 specification explicitly described itself as working together with applicable customer-specific requirements to establish the fundamental QMS requirements for organizations using the specification. This approach allowed automotive manufacturers and suppliers to maintain a common quality framework while addressing requirements unique to particular customers.

For example, an automotive OEM could require suppliers to follow particular procedures for product approval, quality reporting, supplier development, traceability, warranty management, or special manufacturing processes. Industry guidance from the VDA also described CSRs as additional or expanded requirements used to apply ISO/TS 16949 more specifically to a supplier’s quality-management system.

Strengthening Supply-Chain Quality

Automotive manufacturing involves multiple tiers of suppliers, making consistent quality across the supply chain essential. ISO/TS 16949:2009 supported this by providing a standardized quality-management approach that could be applied across automotive production and relevant service-part organizations.

The specification emphasized defect prevention, continual improvement, and reduction of variation and waste. These principles encouraged suppliers to control their processes, identify potential quality problems early, and improve manufacturing performance rather than depending only on final inspection.

Supplier quality was also supported through the cascading of customer requirements. Requirements originating with an OEM could be translated into applicable expectations for Tier 1 suppliers and, where relevant, further down the supply chain. This helped create greater consistency between customer expectations and supplier processes.

Avoiding Multiple Quality Systems

Another important objective was to provide a common approach to automotive quality management and help avoid multiple certification audits. ISO/TS 16949:2009 was intended to reduce duplication by establishing a harmonized framework for automotive organizations.

Conclusion

Overall, ISO/TS 16949:2009 balanced standardization with customer-specific flexibility. It established a common automotive QMS foundation while requiring organizations to understand and address applicable customer requirements. This helped improve communication, supplier consistency, defect prevention, process control, and quality throughout the automotive supply chain.

ISO/TS 16949:2009 is now withdrawn and was replaced by IATF 16949:2016. Therefore, this specification should be discussed as a historical foundation of modern automotive quality management rather than as a current certification standard.

Official reference: ISO/TS 16949:2009 — ISO official page

Customer-Specific Requirements: IATF Customer-Specific Requirements

#QualityManagement

Why Was ISO/TS 16949:2009 Replaced by IATF 16949:2016, and What Should Organizations Consider Today?

ISO/TS 16949:2009 played an important role in harmonizing quality-management requirements throughout the automotive supply chain. However, changes in the automotive industry and the revision of ISO 9001 from the 2008 to the 2015 edition created the need for an updated automotive quality-management framework. IATF 16949:2016 was developed to replace ISO/TS 16949:2009 and align automotive quality requirements with the newer ISO 9001:2015 structure. (iso.org)

Why Was the Standard Replaced?

One major reason was the need to align with the latest ISO 9001 requirements. ISO 9001:2015 introduced changes in areas such as organizational context, risk-based thinking, leadership, and the structure of the quality-management system. IATF 16949:2016 was therefore developed as a modern automotive QMS framework that works in conjunction with ISO 9001:2015. It is not intended to function as a standalone replacement for ISO 9001. (iso.org)

Another reason was the increasing complexity of global automotive supply chains. The IATF states that the development of IATF 16949:2016 involved feedback from certification bodies, auditors, suppliers, and original equipment manufacturers. The new standard maintained the automotive industry’s focus on defect prevention, continual improvement, customer satisfaction, and consistent quality while strengthening customer orientation. (iatfglobaloversight.org)

What Happened to ISO/TS 16949:2009?

ISO/TS 16949:2009 is now withdrawn. IATF 16949:2016 formally cancelled and replaced it, and the IATF transition strategy stated that ISO/TS 16949:2009 certificates would no longer be valid after 14 September 2018. From 1 October 2017, new certification audits were required to use IATF 16949 rather than ISO/TS 16949. (iatfglobaloversight.org)

What Should Organizations Consider Today?

Organizations in the automotive supply chain should not seek certification to ISO/TS 16949:2009. Companies requiring automotive QMS certification should evaluate the current IATF requirements, applicable customer-specific requirements (CSRs), and ISO 9001:2015 requirements.

Organizations should also consider their complete supply chain, product and process risks, supplier performance, defect prevention, manufacturing capability, traceability, contingency planning, customer satisfaction, and continual improvement.

The transition is also not simply a matter of changing the certificate. Companies should review their existing QMS against current IATF requirements, identify gaps, update processes and documented information where necessary, train relevant personnel, and ensure that customer-specific requirements are effectively controlled.

It is also important to monitor updates from IATF. The IATF announced in October 2024 that it had started the revision process for IATF 16949, so automotive organizations should monitor official IATF communications for future changes. (iatfglobaloversight.org)

Conclusion

The transition from ISO/TS 16949:2009 to IATF 16949:2016 represented an evolution of automotive quality management toward stronger customer focus, modern ISO 9001 alignment, risk-based thinking, and greater control of complex automotive supply chains.

Today, ISO/TS 16949:2009 should be treated as a withdrawn predecessor, while organizations should focus on applicable IATF 16949 requirements, ISO 9001:2015, customer-specific requirements, and current IATF rules and communications.

Official ISO reference: ISO/TS 16949:2009 — ISO Official Page

IATF reference: IATF 16949:2016 — International Automotive Task Force

#AutomotiveIndustry

Case Study of ISO/TS 16949:2009 Certification

Background

A strong example of the practical value of ISO/TS 16949 comes from Akebono Brake Industry Co., Ltd., a Japanese manufacturer of braking systems for automotive, railway, and industrial applications. The company had already implemented ISO 9001, but management identified a need to strengthen its quality activities and respond more effectively to the expectations of automotive customers.

Akebono Brake Sanyo Manufacturing decided to pursue ISO/TS 16949 certification in response to requirements from North American automotive manufacturers. The company also recognized that implementing the automotive-specific quality system could provide broader business benefits beyond simply obtaining a certificate.

The Challenge

Although ISO 9001 had contributed to improving quality and reducing customer claims, Akebono reported that some quality activities had gradually become routine and that customer claims had started increasing again. Management therefore needed a more prevention-oriented approach that would encourage employees to identify problems and continuously improve processes.

Implementation

The organization integrated ISO/TS 16949 requirements into its existing quality-management activities. The approach placed greater emphasis on automotive-specific quality practices, customer requirements, preventive measures, documentation, process improvement, and consistent communication with automotive customers.

ISO/TS 16949 was designed to work with ISO 9001 and provide automotive-specific requirements for the design and development, production, installation, and servicing of automotive-related products. It could also be applied throughout the automotive supply chain.

Rather than treating certification as an administrative exercise, management encouraged employees to use the system to identify quality problems and drive improvement.

Results

According to ISO’s published case study, Akebono experienced a marked reduction in market claims after implementing ISO/TS 16949. The company also reported that business negotiations with automotive manufacturers became smoother because the certification provided a common quality framework and supporting documentation.

The company further reported increased inquiries from European automobile manufacturers and identified ISO/TS 16949 certification as useful in creating new business opportunities.

Key Lessons

The Akebono case demonstrates several important lessons:

• Certification can be more valuable when integrated into business improvement rather than treated as a compliance exercise.
• Customer requirements can drive improvements in quality-management processes.
• Preventive quality activities can help reduce recurring customer problems.
• A common automotive QMS can improve communication between suppliers and vehicle manufacturers.
• Strong employee involvement can help convert quality requirements into continuous improvement.

Conclusion

ISO/TS 16949:2009 historically provided an important framework for automotive quality management, emphasizing customer satisfaction, defect prevention, process consistency, and continual improvement. Akebono’s experience illustrates how implementation could contribute not only to improved quality performance but also to stronger customer relationships and business opportunities.

Today, however, ISO/TS 16949:2009 is withdrawn. ISO records its withdrawal on 1 December 2016, and it was replaced by IATF 16949:2016. Therefore, this case study should be understood as a historical example of ISO/TS 16949 implementation, not as a current certification pathway.

Official ISO reference: ISO/TS 16949:2009

Case study reference: ISO — Automotive quality: Akebono Brake Industry case study

Current automotive QMS: IATF 16949:2016 — International Automotive Task Force

#AutomotiveQuality

White Paper on ISO/TS 16949:2009 Certification

Executive Summary

ISO/TS 16949:2009 was a globally recognized automotive quality-management specification developed to establish consistent quality requirements across the automotive supply chain. Used in conjunction with ISO 9001:2008, it defined requirements for quality management systems covering the design and development, production and, where applicable, installation and servicing of automotive-related products. It could be applied throughout the automotive supply chain and was particularly relevant to sites manufacturing customer-specified production and service parts.

The specification played a significant role in harmonizing different automotive quality assessment and certification approaches around the world. However, it is important to recognize that ISO/TS 16949:2009 is now withdrawn and is no longer a current certification standard.

Purpose of ISO/TS 16949:2009

The primary purpose of ISO/TS 16949:2009 was to establish a common quality-management framework for automotive manufacturers and suppliers. The International Automotive Task Force (IATF) originally developed ISO/TS 16949 to harmonize different assessment and certification systems within the global automotive supply chain. The 2009 edition was the third edition of the specification.

Its approach emphasized customer satisfaction, defect prevention, process consistency, continual improvement, and reduction of variation and waste. These principles were particularly important in automotive manufacturing because product quality depends on thousands of interconnected processes and components.

Certification and Supply-Chain Quality

Historically, certification to ISO/TS 16949:2009 provided automotive organizations with a structured method for demonstrating that their quality-management system met applicable automotive requirements.

The specification also supported consistent quality expectations between automotive manufacturers and suppliers. Supporting functions such as design centres, corporate offices, and distribution centres could form part of the site audit when they supported manufacturing activities, although they could not receive stand-alone ISO/TS 16949:2009 certification.

This common framework helped suppliers manage customer expectations, control manufacturing processes, address nonconformities, and establish continual-improvement activities.

Key Quality Management Elements

ISO/TS 16949:2009 strengthened automotive quality management through several important concepts:

• Customer-focused quality objectives
• Process-based quality management
• Defect prevention
• Reduction of process variation and waste
• Corrective and preventive action
• Supplier quality management
• Continual improvement
• Monitoring and measurement of manufacturing processes
• Application of automotive quality tools and techniques

Together, these elements encouraged organizations to move beyond final-product inspection toward proactive process control and prevention.

Transition to IATF 16949:2016

The automotive industry subsequently moved to IATF 16949:2016, which cancelled and replaced ISO/TS 16949:2009. The new standard was aligned with ISO 9001:2015 and incorporated automotive-sector requirements and customer orientation. The IATF transition strategy stated that ISO/TS 16949:2009 certificates would no longer be valid after 14 September 2018.

The transition reflected changes in ISO 9001, evolving automotive technologies and supply chains, and the industry’s need for an updated quality-management framework.

What Organizations Should Consider Today

Organizations should not seek new certification to ISO/TS 16949:2009 because the specification has been withdrawn. Companies requiring an automotive quality-management certification should instead evaluate the current IATF requirements and applicable customer-specific requirements.

The historical principles of ISO/TS 16949 remain useful for understanding automotive quality management, particularly its emphasis on defect prevention, process control, supplier performance, and customer satisfaction.

Conclusion

ISO/TS 16949:2009 was an important milestone in the development of global automotive quality management. It provided a harmonized framework that helped manufacturers and suppliers improve process consistency, prevent defects, reduce variation, and meet demanding customer requirements.

Although the specification is no longer current, its principles contributed directly to the development of IATF 16949:2016, which represents the current automotive quality-management framework established by the IATF.

Official ISO reference: ISO/TS 16949:2009 — ISO Official Page

IATF reference: IATF 16949:2016 — International Automotive Task Force

#ISOTS169492009

Industry Application of ISO/TS 16949:2009 Certification

ISO/TS 16949:2009 was widely used as an automotive quality-management specification for organizations involved in the manufacture of customer-specified automotive production and service parts. It was applied together with ISO 9001:2008 and covered quality-management requirements related to design and development, production, installation, and servicing of automotive-related products. ISO also stated that the specification could be applied throughout the automotive supply chain.

1. Automotive Component Manufacturing

One of the primary applications was in companies manufacturing automotive components such as braking systems, engine components, electrical parts, steering systems, transmission components, interior components, and other vehicle parts.

Manufacturers used the quality-management framework to control production processes, reduce defects, improve consistency, manage customer requirements, and establish systematic corrective-action processes. The emphasis on defect prevention, continual improvement, and reduction of variation and waste was particularly relevant to high-volume automotive production.

2. Tier 1 and Tier 2 Suppliers

ISO/TS 16949:2009 was important for Tier 1 and Tier 2 suppliers because automotive manufacturers depended on multiple levels of suppliers to deliver consistent and conforming products.

A common automotive quality framework helped organizations establish controlled processes for purchasing, production, inspection, testing, supplier management, and customer communication. This supported greater consistency between different levels of the supply chain.

3. Automotive Production and Assembly

Vehicle manufacturers and production facilities could use ISO/TS 16949 requirements to strengthen process control and quality assurance throughout manufacturing and assembly operations.

Quality activities could include process monitoring, measurement, product inspection, nonconformity control, corrective action, and continual improvement. These controls helped organizations identify potential problems before defective products reached customers.

4. Design and Development

The specification also addressed organizations involved in automotive product and process design. Design activities could incorporate customer requirements, technical specifications, manufacturing considerations, verification, validation, and quality planning.

This helped organizations identify quality risks earlier in the product-development process instead of addressing them only after production began.

5. Supporting Automotive Functions

Supporting functions such as design centres, corporate headquarters, and distribution centres could form part of the site audit when they supported a manufacturing site. However, ISO clarified that these supporting functions could not obtain stand-alone ISO/TS 16949:2009 certification.

6. Customer-Specific Requirements

Automotive suppliers also had to consider requirements established by individual vehicle manufacturers. This was important because different OEMs could establish additional expectations concerning quality, product approval, reporting, logistics, and supplier performance.

The broader objective of ISO/TS 16949 was to harmonize different automotive quality assessment and certification systems, reducing duplication and creating a common quality-management foundation across the global supply chain.

Industry Benefits

Historically, organizations using ISO/TS 16949:2009 could strengthen process consistency, defect prevention, customer satisfaction, supplier quality, productivity, and continual improvement. ISO reported that the specification had been used by major automotive manufacturers to approve more than 35,000 organizations worldwide when the 2009 edition was introduced.

Current Status

ISO/TS 16949:2009 is now withdrawn, with ISO recording its withdrawal on 1 December 2016. It was replaced by IATF 16949:2016. Therefore, organizations should not seek current certification to ISO/TS 16949:2009; its industry applications are primarily relevant for historical understanding and for organizations reviewing the development of modern automotive quality management.

Official reference: ISO/TS 16949:2009 — ISO Official Page

Current automotive QMS: IATF 16949:2016 — International Automotive Task Force

Customer-specific requirements: IATF Customer-Specific Requirements

#ISOTS16949

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Disclaimer: This content is for general informational purposes only. ISO/TS 16949:2009 is a withdrawn specification; organizations should refer to current IATF requirements and applicable customer-specific requirements for certification and compliance decisions.