How can a Strong Culture of Quality impact the bottom line?

A strong culture of quality starts by making sure every person in the organisation knows what quality means in relation to their job.woman_carrying_cup_and_report_files.jpg

There are four key drivers behind a culture of quality:

  1. Employees have to be comfortable speaking up and challenging managers if they have identified a quality improvement
  2. Individuals need to be communicating and collaborating with their peers in order to achieve quality improvements.
  3. Make sure that the message about quality is clear, relevant to the audience, timely and understood.  People must respect the person delivering the message.  It needs to be acknowledged that Quality is not the only priority in an organisation.
  4. The leaders and managers in an organisation need to talk about quality and demonstrate it in their behaviours.  Demonstrating that quality is something they value in their day-to-day actions, will do more than anything to promote a culture of quality.

How can you tell when a strong culture of quality exists:

  • When employees hear others talking about quality
  • When they feel or sense quality at work every single day
  • When they see others going above and beyond basic guidelines to ensure quality
  • When individuals understand that quality is important and demonstrate good quality behaviour day in, day out, which is then successfully transferred to their peers.

How, then, does a strong quality culture affect the bottom line?  It leads to:

  • Fewer mistakes
  • Less time being spent fixing mistakes
  • Greater productivity, better brand image and fewer recalls and legal fees

Based on an interview with Sarah de Liefde (Gartner) in Quality World September 2017, pp.15 - 18

If you would like assistance to implement a Quality Management System in your organisation, such as ISO 9001:2015 and/or ISO 14001:2015, why not talk to us about your needs?

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Five Leadership Characteristics for which CEOs are Looking

Effective leadership is one of the single most important drivers behind performance. Successful companies employ skilled leaders in every key position. CEOs know this and are in constant search of people who embody great leadership qualities and character.


But just what are the qualities of a good leader? What characteristics do CEOs look for in their leaders? Many studies have been done to decode the nature of leadership, and in these studies several recurrent findings emerge. Here are the top five leadership characteristics CEOs value most.


ISO9001 Consultant.jpg1. Effective problem-solving skills
Leaders are constantly faced with the challenge of making decisions and solving problems. Good leaders can ask the right questions, compile information, process options, and apply analytical rigor to address the problems they face. Demonstrating your ability to make sound decisions, while working under pressure, will speak volumes in the eyes of a CEO.


2. Results-driven
Good leaders develop a vision. Great leaders, on the other hand, take this vision, bring it to life, and follow through on it – leading to real results and outcomes. It’s one thing to be visionary, it’s another thing to turn vision into results. Staying focused on outcomes, taking time to engage in priority setting, and getting to the roots of efficiency are all qualities of a leader for which CEOs look.


3. Supportive of others
In the eyes of a CEO, an exemplary leader is one who is supports and cares about others. While this may seem simple, it is critical to the success of a company. A supportive leader will ensure that staff is engaged, happy, productive, and focused on achieving good results rather than preoccupied with worries, fears, or negative emotions.


4. Encourages a variety of perspectives
If you can put aside your ego and genuinely listen to the perspectives and opinions of others, chances are you embody great leadership qualities. While leaders have to weed out the good ideas from bad, and ultimately make the final call, this decision-making process should include an honest assessment of a variety of paths and options. You never know who will come up with the next revolutionary idea.


5. Champions change
Finally, you’ve no doubt heard the expression ‘walk the talk’. This is critical for a good leader. To make an impression on a CEO, you need to genuinely believe in your work and carry the vision with you everywhere you go. It’s fine to disagree and present divergent opinions, but unless you are truly excited about your company, chances are you’re not the right fit for its next leader.


A skilled CEO always has their eyes and ears open when it comes to seeking out leaders. If you embody these five characteristics of a great leader, chances are you’ll be noticed.

From an article by SmartDraw 25/07/2017

If you would like assistance to make the transition to the new ISO 9001:2015 and/or the new ISO 14001:2015 Standard in your business, or to implement these new Standards from scratch, why not talk to us about your needs?


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How to detect ISO 9001 cowboys – Five signs that should ring warning bells

Because ISO 9001 is seen as a pre-qualification toolukas_ms_043.jpg in the public sector, businesses are often under pressure to make decisions about who they choose to help them, so that they can qualify to tender for the work.  In those circumstances, it might seem attractive to choose a certification option that looks cheaper and easier to obtain.

Despite it being set out in European law (EC Regulation 765/2008) that certification bodies must use the United Kingdom Accreditation Service (UKAS) to check they are working competently, consistently and impartially, some certification bodies are claiming to hold accreditation with alternatives to UKAS.  UKAS uses the ISO 17021 standard to check that certification bodies are working properly.  In the ISO 17021 standard, impartiality is protected by strictly banning certification bodies from offering management system consultancy and certification.

You only need to search on the internet to reveal non-UKAS accredited certification bodies providing consultancy in combination with certification.  There is the potential of a two-year prison sentence or a large fine being levied upon those organisations suggesting they are able to offer both services.  However, this does not seem to be deterring them.  Because of the lack of action being taken against non-UKAS accredited bodies, people are also starting to question what damage is being done to the status of ISO 9001.  Additionally, a certification body coming in and imposing ISO 9001 upon a business without integrating it into the way they function, and then certifying it themselves, will result in the business receiving very little benefit, and may even lead to their ISO Certificate not being accepted by local government.

Five signs that should ring warning bells:

  1. Make sure that the certification body does not provide both consultancy and certification
  2. Ask yourself, does the certification seem very cheap and particularly easy to obtain?
  3. Does the certificate have a non-UKAS logo?
  4. Is the certification body listed on the UKAS website with the appropriate ISO Standards and scope of activities against it? If not, then it is not UKAS verified.
  5. Does the certification body seek to commit you to a long period of maintenance of your system once installed and certified e.g. for ten years? This is not necessary.

Based upon an article in Quality World by Rob Fenn, June 2017 p22 – 24

If you would like assistance to make the transition to the new ISO 9001:2015 and/or the new ISO 14001:2015 Standard in your business, or to implement these new Standards from scratch, why not talk to us about your needs?

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Strategic Planning the ISO Way

 

The new ISO 9001:2015 Standard is founded upon an Annex (SL) which sets forth a strategic management framework.  This framework allows more freedom to organisations, than that previously given, to formulate their quality management systems.

What this means in practice, is that organisations need to formalise an overview of the business environment in which they are operating, seek out the risks, try to find the opportunities in that environment, and develop a plan which uses available (or increased) resources.

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The determination of risks and opportunities should not be delegated to those below senior management, or to those who only have knowledge of one area of the business.  This would completely miss the intention of ISO 9001:2015, which is to ensure the involvement of top leaders in the quality process.  A committed leader supported by a senior management team should formulate the strategic plan.  Only they can really set worthwhile goals, having analysed the high-level issues involved.  The quality management system can then be shaped to fulfil the organisation’s business needs.  Obviously, the high-level strategies will also need to be interpreted as operational activities involving all interested parties as the process unfolds.

Based upon an article in Quality World by Derrick Choong, May 2017 p.35

If you would like assistance to make the transition to the new ISO 9001:2015 and/or the new ISO 14001:2015 Standard in your business, or to implement these new Standards from scratch, why not talk to us about your needs?

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Portsmouth International Port, ISO 9001:2015 and organisational context

 

Portsmouth_International_Port.jpgIn an interview in Quality World, managers at Portsmouth International Port were asked about their experience of the transition from ISO 9001:2008 to ISO 9001:2015. It turns out that the most challenging (and valuable) aspect for them was working on the context of the organisation; identifying their interested parties, their internal and external influences and how they managed risk.


The most difficult part was looking at the things that they had little or no control over, such as the external influences, for example, the politics around being a municipal port and part of the local authority, and impacts from other government departments, such as the Home Office.


They carried out a PESTLE analysis (Political, Economic, Social, Technical, Legal and Environmental influences on their organisation). One of the major influences they identified was Brexit, an external influence over which they have no direct control. Despite this, they felt they had to manage this influence in some way. To do so, they decided to build up discussions with people who had specialist knowledge in this area, such as tax experts, and various shipping organisations. Nobody knows for sure what will happen, but they felt it important to keep tabs on the situation as best they can.


In addition, they have used several ways to involve stakeholders in the transition process; regular meetings with the Port Users Group and the Port Users Safety Group assist in this. They also hold daily meetings between their operations department, the ferry companies and statutory bodies.

Based on an article in Quality World by Natasha Cowan, April 2017, pp26 – 30

If you would like assistance to make the transition to the new ISO 9001:2015 and/or the new ISO 14001:2015 Standard in your business, why not talk to us about your needs?

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