The adoption of AI in manufacturing is transformative but introduces specific risks that differ from traditional technology. ISO/IEC 42001:2023, the latest AI management system standard, provides a framework to guide organizations in safely integrating AI technology by addressing risks around data integrity, algorithmic bias, and system transparency.

A central feature of ISO/IEC 42001:2023 is its emphasis on responsible AI governance, encouraging manufacturers to develop protocols for assessing and managing data quality, algorithmic accuracy, and model transparency. By adhering to this standard, organizations can better navigate the complexities of data quality and mitigate bias in AI models. Regular data audits and validation procedures are recommended to help ensure that AI systems produce consistent, accurate, and fair outcomes. These processes align with ISO/IEC 42001:2023 requirements, which promote proactive assessments to identify, evaluate, and resolve any AI-associated risks that could impact quality or safety.

Cybersecurity and privacy protections are also emphasized within ISO/IEC 42001:2023, particularly to safeguard the vast data repositories AI relies upon. Following the standard can help organizations enhance their resilience against data breaches, minimizing risks to both proprietary information and consumer trust. This alignment ensures that companies not only implement robust AI systems but also build them around established security principles to protect organizational and customer data.

Furthermore, as AI changes the skill requirements within the workforce, ISO/IEC 42001:2023 outlines guidelines for training and competency-building initiatives. Preparing employees to operate and manage AI technology is a crucial component of risk management, ensuring that staff can effectively interact with AI systems and understand their limitations. Compliance with this standard helps in bridging workforce knowledge gaps and promotes an adaptable, skilled team ready for AI integration.

Achieving certification under ISO/IEC 42001:2023 not only helps organizations manage AI risks but also bolsters their credibility in the industry. Contact a PJR project manager at pjr@pjr.com to explore how certification can enhance your AI strategy and ensure compliance with AI risk management best practices.

At Perry Johnson Registrars, Inc. (PJR), we are thrilled to celebrate Manufacturing Day (MFG Day) on October 4th, 2024, an event that highlights the importance of manufacturing in our economy and promotes the innovations that are shaping the future of the industry. MFG Day, organized by The Manufacturing Institute, provides an opportunity for manufacturers to open their doors to students, educators, and community leaders to showcase the diverse career opportunities in manufacturing.

Manufacturing organizations, like those we work with at PJR, play a crucial role in driving technological advancements and fostering global competitiveness. Some key standards that enhance the operational efficiency, product quality, and environmental responsibility of manufacturing companies include:

• ISO 9001: Quality Management Systems: This standard helps manufacturers maintain consistent quality, improve processes, and ensure customer satisfaction. Implementing ISO 9001 can lead to increased efficiency and a stronger reputation for delivering high-quality products.
• ISO 13485: Medical Devices Quality Management Systems: Specifically tailored for medical device manufacturers, ISO 13485 ensures organizations meet stringent regulatory requirements, enhancing product safety and effectiveness. It’s essential for companies producing life-saving technologies in the healthcare sector.
• ISO 14001: Environmental Management Systems: For manufacturing organizations focused on reducing their environmental impact, ISO 14001 provides a framework for improving environmental performance, reducing waste, and complying with environmental regulations.

These internationally recognized standards are critical for manufacturers aiming to stay competitive, promote sustainability, and deliver safe, high-quality products to market. As the manufacturing landscape evolves, PJR is committed to supporting companies in their certification journeys to ensure they meet the highest standards in quality, safety, and environmental stewardship.

In honor of Manufacturing Day, we’re proud to introduce our latest Client Spotlight: SchureMed, a leader in the medical device manufacturing industry. Based in Abington, Massachusetts, SchureMed has set a high standard with their commitment to quality, safety, and innovation. They specialize in advanced surgical table accessories and patient positioning systems, serving medical facilities around the globe.

Their dedication to excellence in product development and manufacturing is backed by a strong adherence to standards like ISO 13485, ensuring the highest quality and safety in the medical devices they provide. We invite you to learn more about SchureMed’s contributions to the medical industry by reading the full spotlight article: SchureMed Client Spotlight.

As we celebrate MFG Day, we applaud manufacturers like SchureMed who continue to drive innovation and maintain a commitment to quality that benefits us all. For more information about Manufacturing Day, visit MFG Day.

Sustainability’s Bad Reputation – Why Businesses Need to Rethink the Narrative

Sustainability’s bad reputation in the business world is often rooted in misunderstanding, misinformation, and a short-term mindset. While the concept is meant to promote long-term resilience and responsibility, many organizations still associate it with high costs, greenwashing scandals, or complex regulatory demands. It’s time to shift this perception and recognize sustainability for what it truly is—a strategic advantage and a pathway to innovation, profitability, and trust.

Understanding Why Sustainability Has a Bad Reputation

For many companies, the phrase “sustainability initiative” immediately triggers concern. The fear of greenwashing—making superficial claims about environmental responsibility without meaningful action—has damaged public trust. As a result, genuine sustainability efforts are sometimes met with skepticism, even when they deliver real impact. This ongoing challenge contributes significantly to sustainability’s bad reputation.

Another factor is cost perception. Businesses often assume that implementing sustainable practices means additional expenses, complex transitions, or lower efficiency. While it’s true that sustainable development may require upfront investment, these changes often lead to long-term cost savings through improved efficiency, resource optimization, and brand loyalty. In short, sustainability pays off—but patience and strategy are key.

The Role of Regulation and Complexity

Regulatory compliance is another source of frustration contributing to sustainability’s bad reputation. Many organizations view evolving environmental regulations as burdens rather than opportunities. The truth is that frameworks such as ISO 14001 Environmental Management Systems were designed to guide organizations toward more efficient and sustainable operations. When approached strategically, these standards help companies minimize risk, improve resource management, and stay competitive.

Additionally, sustainability encompasses diverse areas—from supply chain transparency to energy management—which can feel overwhelming. However, success begins with small, measurable steps. Breaking sustainability goals into achievable actions not only simplifies compliance but also builds momentum and employee engagement over time.

Overcoming the Fear of Slow Results

One major reason sustainability has gained a bad reputation is the lack of immediate results. In a business environment focused on quarterly performance, sustainability’s benefits can appear too long-term to justify investment. Yet, leading organizations are proving otherwise. Incremental improvements—such as reducing waste, optimizing energy usage, or sourcing responsibly—accumulate into major performance gains and improved stakeholder confidence.

Companies that embed sustainability into their core business strategy often experience measurable outcomes: lower operational costs, improved risk management, and stronger customer loyalty. These outcomes show that patience and persistence yield both financial and reputational returns.

Changing the Narrative Around Sustainability

To repair sustainability’s bad reputation, companies must shift from reactive to proactive communication. Transparency is essential—reporting measurable outcomes, sharing data openly, and engaging stakeholders in the journey help build credibility. By aligning sustainability with core business goals rather than treating it as a marketing initiative, organizations demonstrate authenticity and purpose.

Emphasizing collaboration also helps. Partnering with certified bodies like Perry Johnson Registrars, Inc. (PJR) ensures organizations meet international standards with integrity. This not only strengthens internal systems but also positions companies as leaders in responsible operations.

The Business Case for Sustainability

Sustainability should no longer be viewed as a regulatory checkbox—it’s a business imperative. Addressing sustainability’s bad reputation begins with reframing it as an investment in innovation, efficiency, and long-term growth. Sustainable companies attract top talent, secure better partnerships, and meet evolving consumer expectations for transparency and accountability.

Moreover, as environmental and social factors increasingly influence purchasing and investment decisions, companies that prioritize sustainability position themselves for future success. The global marketplace is moving toward accountability—and those who adapt early will lead the way.

Moving Forward – Building a Positive Legacy

Repairing sustainability’s reputation requires collective effort. By embracing certification frameworks, committing to transparency, and celebrating small wins, organizations can change how sustainability is perceived both internally and externally. Every step—no matter how small—moves the industry closer to long-term environmental and economic resilience.

At PJR, we help companies overcome the challenges associated with sustainability programs by providing trusted certification and auditing solutions. To learn more about our environmental management and sustainability services, reach out at pjr@pjr.com.
For additional insights, explore the ISO 14001 Environmental Management Standard resource on ISO.org.

Cybercrime in Automotive – How Manufacturers Can Protect Their Supply Chains

Cybercrime in automotive manufacturing has become one of the most pressing concerns facing the industry today. As vehicles, production systems, and supply chains become more connected through technologies like the Industrial Internet of Things (IIoT), the risk of cyberattacks has skyrocketed. Automotive manufacturers must now look beyond physical security and quality control to protect digital assets, production data, and customer information.

The Expanding Threat Landscape

Modern vehicles and manufacturing systems rely on thousands of connected components, making the industry more vulnerable than ever. Attackers can exploit weaknesses in production software, automation tools, or even third-party integrations. These cyberattacks can lead to production halts, data theft, or compromised safety systems — proving that cybercrime in the automotive industry is not just an IT issue but an operational and reputational one.

The growing adoption of electric vehicles (EVs) has further expanded digital exposure. Automotive companies now collect and manage vast amounts of sensitive data from vehicles, charging networks, and customer portals. Each new connection point increases the potential for a data breach or ransomware attack targeting valuable intellectual property and customer information.

Supply Chain Vulnerabilities

Another major cybersecurity challenge lies within the global automotive supply chain. Manufacturers depend on numerous suppliers, each with varying levels of cybersecurity maturity. A single breach within a supplier’s network can quickly spread to manufacturers and disrupt operations across multiple production sites. This interconnectivity has made supply chain cybersecurity a critical focus for the automotive sector.

How to Prevent Cybercrime in Automotive Manufacturing

To mitigate these risks, automotive manufacturers must take a proactive, system-wide approach to cybersecurity. Some best practices include:

• Implementing strong access controls and network segmentation.
• Regularly auditing third-party suppliers and vendors for security compliance.
• Training employees to identify phishing attempts and social engineering tactics.
• Establishing incident response and recovery procedures.
• Maintaining compliance with information security standards such as ISO/IEC 27001.

These actions help reduce vulnerabilities, build resilience, and protect against both internal and external threats.

Building a Culture of Cybersecurity

Beyond technology, success against cybercrime in automotive depends on awareness and accountability. Organizations must foster a culture where cybersecurity is viewed as a shared responsibility across departments. Continuous training, regular risk assessments, and leadership engagement all play vital roles in sustaining protection over time.

In this evolving landscape, manufacturers who prioritize cybersecurity not only protect their assets but also gain a competitive advantage by demonstrating reliability and trustworthiness to their partners and customers.

Learn More About Protecting Your Business

To learn how to strengthen your company’s defenses against cyber threats, contact a project manager at pjr@pjr.com or explore our Information Security Management services.
For broader insights, visit the official CISA Cybersecurity Best Practices page.

Small manufacturers are often faced with the daunting task of maintaining compliance with complex industry regulations, all while managing their day-to-day operations. For many, this is not just a matter of meeting legal requirements but also ensuring that their quality management processes are effective and efficient. By leveraging modern tools like Quality Management Systems (QMS) and Enterprise Resource Planning (ERP) software, these businesses can simplify and streamline their compliance efforts, minimizing the burden on their teams while still adhering to critical standards.

One of the key advantages of these tools is their ability to automate and integrate compliance into the fabric of daily operations. Rather than relying on manual processes that can be prone to error, manufacturers can use QMS and ERP systems to handle document control, process monitoring, and other key compliance functions. These systems are designed to be comprehensive, flagging potential issues before they escalate and ensuring that businesses remain audit-ready at all times. This proactive approach not only reduces the risk of non-compliance but also promotes a culture of continuous improvement.

For small manufacturers, investing in these technologies can also lead to significant cost savings. Automation reduces the amount of time spent on manual tracking and reporting, allowing teams to focus on more strategic activities. Additionally, these systems provide real-time data and insights that help businesses identify inefficiencies, make informed decisions, and improve overall performance. As the manufacturing landscape becomes increasingly competitive, the ability to seamlessly manage compliance while driving growth becomes a crucial factor for long-term success.

In a time when regulations continue to evolve and quality standards become more stringent, small manufacturers must adapt. By embracing modern software solutions, they can ensure that compliance is no longer a roadblock but a foundation for achieving their business goals. These systems provide the tools and insights necessary to not only meet regulatory requirements but also to enhance quality, improve efficiency, and drive innovation. For more information, reach out to a project manager at pjr@pjr.com.