What’s your golden ticket for 2016?

What’s your golden ticket for 2016?

Well I hope it’s a Happy New Year for everyone I have certainly been focusing hard on my plans for this year how have you been doing? Just before Christmas I gave you some food for thought and tips on key elements to improve for success. Well after some interesting networking conversations to start off the year I feel I need to ask the question “Do you really know what ISO9001 is and the principles that drive it?”

You may not need to go for ISO9001 accreditation but I feel everyone should at least familiarise themselves with the key principles of this successful management system. The standard has been used over and over and it works for improving businesses, so why ignore this golden ticket to your business improvement? Setting up a robust business process I feel is key to sustainable growth it is not restrictive to innovation; you become consistent, efficient and much more capable of delivering right first time. Without first defining your business system you face growing with out purpose, things grow organically. As you grow and more people become involved in doing similar work they each do it their own way, inconsistencies and duplication creep in. Your customer doesn’t just need that wow factor on one visit from one exceptional staff member; they need it every time in each interaction and all members of staff. Happy loyal customers mean repeat business and referrals which go straight to the bottom line. So what are these principles?

The ISO9001 standard was founded on 8 principles as follows:-

  1. Customer focused organisation – What are you going to do differently in 2016 to listen to your customers? Do you understand why your loyal customers are loyal? Have you asked the customers you lost what happened? Gain a better understanding of who all of your interested parties are and how they perceive you.
  2. Leadership – Do you lead by example and follow your system? If you do not follow the rules how can you expect your staff to. Do you have a story? Knowing the why behind your business enables you to engage people with your story. True followers of a leader want to be inspired and the art is to help them develop their own dreams for their lives both work and at home.
  3. Involvement of people – How are you going to build on your teams this year? Are your staff going to be talking about being part of something bigger and sharing a vision?
  4. Process Approach – Are you going to finally get around to improving the way you do things and questioning the norm? Is your business process clear and run itself?
  5. Systems approach to management –  Is your dream to have more time or to get that work life balance? If so systems allow your business to run without you, how are you at working on your business for 2016? Systems management is about understanding the holistic approach and seeing the interrelationships between the processes that can create harmony.
  6. Continuous Improvement – Do you encourage your people to question the norm, and suggest improvements? Do you ever thank and feedback the results for their effort? When you make changes for 2016 look at whole not individual problems. Use proven tools & techniques to analyse and assess the impact of the change before you role it out. Give yourself a greater chance of success and involve others on the journey.
  7. A factual approach to decision making – The more you measure and test your processes and system the better your decision making gets. Your changes are based on fact taking the guess work out of running the business.
  8. Mutually beneficial Supplier Relationships – How is your supply chain looking for 2016? Look at you communication channels are you giving the right information to allow things to happen smoothly? Take action to de-risk your supply chain where it has a direct impact on the quality of your service/product and your customer.

This may be a bit of a whirlwind tour but I hope that this has given you an insight into the thinking behind the standard. Think about how you can use these principles in 2016 to make a difference in your business world. For those of you that have the new ISO9001:2015 take time out to read the bit everyone skips over, ‘the introduction’, you will be amazed at the little gems of information that are contained here.

My challenge to you for 2016 is why not benchmark your company against ISO9001 and get a bespoke action plan? You can call me direct on 07745 482426.

I would like to take this opportunity to wish you every success with your plans for 2016.

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Food for thought over Christmas

On the run up to Christmas you will be seeing many articles on what changes you should be making for the New Year. “What will you be doing to make a difference in 2016”, they ask. They are many good ideas and areas to focus on to improve, but whether it is your numbers, marketing or operations your people will be the key to success.

Your focus on your staff as the core of the changes is fundamental to the success of the improvement. Yes you need to look at the impact of any changes you make to ensure you address all possible risks but the new thinking required by employees does not happen on it’s own.

Having a fantastic business process is very important and should be celebrated but put it into the wrong environment and culture and it will not become the norm. Ask yourself this question about procedures you have put in place in your organisation. Is there anyone that repeatedly tries to cut out certain things, bypass your system? Have you asked the question why? Did you encourage your front line staff to help you write the procedure so that you can understand what life is like there?

Over the coming month of January my blogs are going to explore this more as it links to a lot of the areas covered by the new ISO9001:2015 standard. I want companies to understand the difference between instigating change within their company and building in fundamental lasting changes that will have an impact on their business.

Below I share my tips on key things to think about to nurture your culture and prepare for the changes ahead in 2016, these are not in order of importance just food for thought over the Christmas period..

  • Processes and systems – Have systems that are well written and effective. if there is a problem focus on the system first not who to blame, blame cultures destroy innovations and improvement.

  • Leadership and vision –  Knowing the why behind your business enables you to engage people with your story. True followers of a leader want to be inspired and the art is to help them develop their own dreams for their lives both work and at home. Lead by example and adhere to your systems; otherwise how can you expect anyone else to value what you say if you are not committed yourself. Systems also allow you to add the degree of control needed and put the boundaries in place to enable you to lead and manage the business.

  • Listen – Listen to your customers, listen to your staff and all interested parties that may have a direct impact in you being able to fulfil your purpose for the business. Do you actually know what your customers perception of you is? What do your staff say about you and the company?

  • Knowledge – Build a knowledge hub, encourage the sharing of information to remove the knowledge is power culture. Understand and build on the competencies of your people, make sure it links to the risks affecting your business. Ensure that your staff have the right knowledge to do their jobs, the most willing individual cannot perform if they do not have access to the correct information this is my next point.

  • Fact based decision making – You’re probably collect a lot of data without even knowing it, or maybe you do but it’s not not in an easy format to report from. Take away assumptions and start basing your decisions and fact, know your numbers and analyse for your Key Performance indicators.

  • Be SMART with your actions – Always link objectives to your why and make sure they are SMART, clear actions are the only way to achieve what you want and enable others to help you get there.

  • Values – We all have values we hold with high importance, make sure this is reflected in your business and maintain that integrity. Define your values for others and recruit on this basis to maintain your culture. If you have someone poisoning the culture it is far better to lose them however much knowledge they hold. The most efficient working team environment is one that is happy, fulfilled and dedicated to it’s purpose.

The important thing to remember is the clear line of sight between your vision and why to all of the above. Make sure there is reason and understanding behind what you do and communicate this in a way that your staff can understand and delivery on..

To all my friends, colleagues and customers have a very merry Christmas and I hope all your dreams for 2016 come true.

Merry Christmas to all

Merry Christmas to all

 

 

 

 

 

 

Get Better or Get Beat

Get Better or Get Beat!

Quality, remember that word? It has so many definitions and meanings to each and every one of us. Quality has come a long way since the 80’s and the phrase Get better or get beat comes from the US in the late 80’s when they had to do a real push for Quality following the Japanese market success.

So my question is do you think that putting Quality as one of the key elements in the heart of your strategy can give you the competitive advantage you need? Isn’t that one thing we strive in order to survive, market superiority? This lead ahead has to be sustainable and affordable, we need to be efficient and consistent in what we deliver. S. C. Wheelwright identified six characteristics of a strong competitive advantage, so how do these fair with ISO9001:2015?

  1. Driven by customers wants and needs – You need to give your customers value that your competitors are not. The 2015 standard clause 5 is LEADERSHIP and under this category we look at customer focus. It is your responsibility to demonstrate leadership and commitment to ensure customer focus so that all requirements are determined, understood and met. This needs to be related to all interested parties which is why you need to ensure fully understand the context of your organisation. Know the risks and opportunities that can affect your product or service to make sure that you can maintain the focus on enhancing the customer experience.

  2. Makes a significant contribution to the success of the business – I think this is self explanatory but reports have shown that companies who truly embrace the principles of the ISO9001 standard reap the benefits. For a relatively low fee the standard provides a PROVEN METHODOLOGY, techniques and ideas that in turn increase customer confidence, help them operate more efficiently and meet your customer needs consistently.

  3. Matches the organisation’s unique resources with opportunities in the environment – No two companies are exactly alike they have different people, vision and culture. Cause 4 of the new standard covers understanding the CONTEXT of the organisation, so you will need to determine all external & internal issues that are relevant to your purpose and strategy. Purpose is a great word and under ISO9001:2015 you need to be more RISK BASED in your thinking, so what is it that affects your ability to achieve results & fulfill your purpose? Think about your SWOT & PEST analysis opportunities as well as threats, this is what defines your strategy, policies and objectives. With this clear line sight and visibility throughout the organisation your actions and resources will be directly in line with your strategies.

  4. Durable & Lasting, difficult for competitors to copy – Nothing stays unique for long you need to be able to develop and embrace innovation to stay ahead of the game. Clause 10 of the new standard is now IMPROVEMENT stating that you need to select opportunities for improvement, then implement any that meet and enhance existing customer satisfaction and future needs / expectations. Add to this the expanded section on DESIGN & DEVELOPMENT in Clause 8.3 and Clause 6 PLANNING the actions to address threats and opportunities; then you have a formula to capture and develop improvement ideas. Of course customers don’t always know their future needs until they are created, which is why we must innovate!

  5. Provides a basis for further improvement – quite often ideas act as a catalyst and can provide a stream of improvements which can be rolled out step by step. It is important to remember this for changes to your Quality management system. Clause 6.3 PLANNING OF CHANGES reminds us of the emphasis we need to place on ensuring we know the impact of these changes, and carrying things out in a controlled manner.

  6. Provides direction and motivation to the entire organisation – I love this last one as I believe it reflects the new requirements regarding fully understanding the context of your company, then demonstrating LEADERSHIP & COMMITMENT in your strategy. When you embrace ISO9001 and involve everyone it is a team effort. It’s about defining your expectations and boundaries but giving your employees responsibility, trust them to do the job you brought them in to do. This is a favourite of mine and why so many business owners need systems, to have the confidence to let go of the day to day in the business and start working on their business. Employees will do amazing things if given the opportunity and encouragement, so use systems to define your expectations and help them understand where they fit into the bigger picture.

My feelings regarding the ISO9001:2015 standard I hope are clear – I am a convert, but my advice is to ensure you consider three things in order to give you that sought after competitive advantage:

  1. Put it into the right environment – CULTURE IS CRITICAL

  2. Share and involve people on your journey- UNDERSTAND CONTEXT AND LINK IT TO YOUR WHY, YOUR STRATEGY RIGHT DOWN TO HOW YOUR EMPLOYEES CONTRIBUTE TO IT.

  3. Be disciplined and think process – EMBRACE THE PROCESS APPROACH, PAY ATTENTION TO DETAIL AND ADDRESS RISK SO YOU FULLY UNDERSTAND THE IMPACT OF CHANGES.

Ok so that is a lot put into three points but people like to look at a small number of things as a summary! I hope this has encouraged you to look into Quality Management Systems as a route to giving your company a competitive advantage to your business. I am happy to discuss any of these points or explore stages of improvement that can be rolled out.

LEAVE A COMMENT, MESSAGE ME OR EMAIL afumpson@white-tiger.co.uk

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CQI September event

Another lively event at the Avon Branch

A big thank you to all who came and supported this month’s CQI event, an excellent presentation by Jeff Monk on the new auditing expectations of ISO9001:2015 changes. We have ordered a bigger room in anticipation for the next event on the 22nd October and looking forward to this group going from strength to strength.

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Chartered Quality Institute Event 17-06-15

The Avon Branch are back!

Very pleased to be part of an amazing group at the CQI Avon Branch, a brilliant talk given by Debbie Huxton. It was a busy night and I would like to personally thank everyone for taking time out to come and support this, especially to those who helped make the event happen. Thanks must go to the regular venue at the BAWA club for good food & wine plus fab cakes by Chris at Cakes from the Soul.

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Check out the CQI Linked in Page and also the official CQI Website to keep up-to-date with future events.

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You can’t always do it alone

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Every business owner knows the stresses and strains when there simple is not enough time to achieve what he or she needs, that is why I like B. C. Forbes quote.

“The most successful executives carefully select understudies. They don’t strive to do everything themselves. They train and trust others. This leaves them foot-free, mind-free, withtime to think. They have time to receive important callers, to pay worthwhile visits. They have timefor their families. No matter how able, any employer or executive who insists on running a one-man enterprise courts unhappy circumstances when his powers dwindle.”

So what happens when the project is a one time affair, like a re-structure, large changes, ISO9001? There are times when it may not be feasible to find or pull in the expertise in house and the benefits of using a consultant far out-way the costs. Now I can anticipate some of the instant reactions and historically I feel the word consultant equated to necessary evil sometimes. Certainly in the engineering industry I never met anyone that wanted to look for outside help; “they won’t understand the way we work, they will force us to do it their way, it is too costly and too disruptive” are just some phrases I remember. It is for  these reasons I never wanted to label myself as a consultant – I became an expert, a specialist or I just help people I would say.

I wrote this blog because I believe consultants have a purpose,  pick a good one and they become a mentor and a friend who wants to see you succeed. It should be someone you can work very closely with. Use a consultant wisely and they can inject new life into your business, lately I have been hearing the term “you are like a breath of fresh air” from many different people and it is slowly dawning on me what they mean. My personal quest is to educate and help individuals use that knowledge to their advantage, with extra guidance and support from me. So what are the benefits?

  • A consultant can provide expertise & advice that you do not have in your skills base
  • You will have a completely impartial view of the situation – a new light
  • A consultant can ease conflict and enter a situation as a non threat
  • You will gain extra time that it may not be feasible to release staff for
  • You can depend on them to co-ordinate and facilitate changes leaving you free to focus on the business
  • A new communication channel to fire up innovation
  • You can inject expertise for the term of a project without having to employ someone at that skill set

If you need help just identifying what you should think about before even looking at a consultant just get in touch and I can help you with your questions and brief. Most importantly meet them, trust them and like them you need to work closely together. You will need to commit time and energy into the project together.

 

DO you know about CQI in your local area

 

 

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Your next Avon Branch event is nearly here!

Members and non-members are welcome – the event is absolutely FREE.

“The importance of Quality in communication”. 

  • Date:  Wednesday 17th June 2015
  • Time:   Arrival, refreshments and networking from 6.30 pm for 7.00 pm start
  • Venue:  BAWA, 589 Southmead Road, Filton, Bristol, BS34 7RG

http://www.bawa.biz/bristol-entertainment-sports/conferencing

Welcome to the Avon Branch calendar for 2015. The team would like you to join them for a mixture of networking and nibbles, followed by a talk by our featured guest Debbie Huxton who will present on “The importance of Quality in communication” on Wednesday 17th June

Debbie Huxton is the author of “The little book of big wisdom” and Debbie is well known for her ability to hold an audience in her hand as she talks them through her subject. She is fun, friendly and fearless. Her delivery of her topic is always powerful and encouraging, she has a passion that is infectious and empowers individuals http://www.debbie-huxton.com/

This presentation will help you focus on

·         Ways to improve your communication and get your message across.

·         The importance of effective communication to improve productivity.

·         Understanding the barriers to successful communication.

To register for this event please email Angela Fumpson, Chair at – chair.avon@thecqi.org<mailto:chair.avon@thecqi.org>

Any questions?   Call Angela on

07745 482426

The ISO9001:2015 Revision – Your understanding starts here!

The changes are being labelled as significant and having a big impact on companies existing quality management system but I say don’t panic.

Overview

The intention of ISO9001 remains the same; to demonstrate a company’s ability to consistently provide goods and services that meet customer and legal requirements & enhance customer satisfaction. This is done by installing and maintaining an effective system with processes that embrace continuous improvement. The standard has a greater focus on the process approach and introduces us to addressing risk in our business for planning. I have listed what I consider some of the biggest issues but please bear in mind these conditions I see as essentials to every successful business. My thoughts are that you will probably be doing them already, if not why not? What you may need help with is knowing how to easily demonstrate evidence of this to an auditor.

Understanding Leadership roles

The standard emphasises the role of high level management in the creation, execution and support of the company’s quality management system. The role is clearly defined in terms of customer expectation and the quality management systes. You may always delegate but you are ultimately accountable for the effectiveness of the system.

What does this mean for you?

Your top management need to be actively promoting the awareness of the process approach and Quality Management System. They need to ensure that policies are understood, followed and your objectives are met. They should be engaging, directing & supporting staff that have a direct impact on the effectiveness of the system and promoting improvement and innovation.

This also includes their commitment to understanding and meeting customer needs. Management should understand the risks which affect the company’s ability to deliver a consistent service and focus on enhancing the customer experience.

RESULT = Competent people managers, who believe in the system and understand their customers.

Understanding the context of your company

When looking at the context of the organisation, this directly relates to your business strategy and position in society. It is done to ensure that you fully understand the risks internal and external that are relevant to the company’s strategic direction and ability to achieve the outcome set by your Quality Management System.

What does this mean for you?

In brief you need to understand the vision / bigger picture with an awareness of all of the interested parties, e.g. shareholders, government, customers, supplier chain etc.. Think about your relationships with these people, their perceptions and values. Look at your policies and priorities and know what changes and trends will impact your business, for example, economic and natural environment, technology, competitors. Everything addressed in defining the context of the company is then used to determine the scope of the standard = the boundaries of the applicability of the Quality management system.

Result = A thorough and relevant business plan that addresses SWOT (Strengths, Weaknesses, Opportunities and threats). This vision (plan) needs to drive the reason for existence and in turn define the processes and objectives of the Quality Management System.

Planning

When planning for your Quality management system you need to ensure that all we have discussed so far is used to determine the risks and opportunities that are to be addressed, you can then be reassured that your system will be designed to achieve its desired outcomes. You will be preventing or reducing undesired effects, firefighting and unpredictable cost. Be consistent and relevant to your core values and vision and make sure your actions are SMART (Specific, Measurable, assignable, relevant & time bound).

What does this mean for you?

Your business plan is not just a paperwork exercise you have to take action on your findings. You must prioritise and plan your actions and integrate them into your quality management system. Any changes have to take place in a systematic manner, ensuring you identify risks and document evidence.

Result = Addressing your current and anticipated  future needs can lead to the identification of improvement and innovation opportunities. Better for you, your staff, your customers and your bottom line. Documenting progress means you can easily identify factors that have affected changes in performance.

Knowledge & Competence

There is a greater emphasis on the competency of staff, particularly those having a direct impact on the effectiveness of your quality management system.

What does the change mean for you?

You need to be aware and maintain the knowledge and training necessary to assure your processes are effective, efficient and meet customer expectations. This needs to be assessed and recorded for evidence. This also I feel links to the awareness and communication requirements as management determine the need for internal and external communications relevant to the Quality Management System. Staff carrying out operations need to know and understand the objectives, know what they contribute and the implications of not conforming.

Result = You will be addressing the changing needs of the company and interested parties, as a result you will be aware of your current knowledge and skill base. This way you will be able to determine whether you need to acquire more and take action appropriately

Operations and Processes

You should be familiar with the process approach if not please message me and I will provide further info on defining processes. You must review the requirements related to goods and services prior to commitment to provide them – Contract review; this must be recorded. Processes must be clearly defined in terms of input, output, resources and controls. Changes to your processes must be controlled and reviewed to mitigate any adverse effects. For example when a change occurs, only when all actions arising from development have been completed and there is no adverse impact on the ability to meet customer and all regulatory needs can the change be put into production. Anything you outsource must also be controlled and the new revision of the standard goes into much clearer requirements for this.

What does this mean for you?

You must plan and develop your processes with clear criteria (input/output) and control. Implement and control your processes to ensure that you meet objectives and customer needs. Included in the objectives should be the actions you have highlighted that are required to mitigate risks, everything should be interrelated. You need appropriate evidence that provides confidence that these actions have been carried out as planned.

Result = Your processes are designed, maintained and controlled well to ensure your customer’s needs (internal or external) are met. Your ability to achieve, maintain and demonstrate your objectives becomes easier and more predictable along with predictable costs.

Performance evaluation and Improvement

The standard says that you must monitor, analyse and evaluate your performance. Determine what needs to be monitored, ensuring that you include any external providers as well and look at what the performance indicators are of the quality management system itself. The standard requires that you improve on the suitability, adequacy and effectiveness of your Quality Management System; it must also be audited and reported to management / management review.

There is no longer reference to continuous in the draft (this has been removed due to Annex SL terms), the term preventative action has also been removed as it is are covered by the assessment of  risk.

What does this mean for you?

Due to the approach of this new standard make sure you consider the risks and opportunities that your core business plan identifies. Define, establish and monitor your core processes and performance indicators, ensuring you act on your findings and report them back at management reviews. Continually assess via audits and KPI (key performance indicators) the adequacy and effectiveness of your Quality Management System to identify improvements. Ensure actions are appropriate to any nonconformity found and document actions taken for evidence.

Result = Changes / improvements in your system can come from many sources, internal suggestions, audits, analysis of data, changes in the context of the company, changes in the risks and new opportunities. When you evaluate these things for improvement you will always be moving forward. Just remember to prioritise these needs, engage your people and most importantly take action.

Documents that ADD VALUE

I would like to share a quote from the book ‘REWORK’ by Jason Fried and David Heinemeier Hansson, taken from a section called Illusions of agreement.

“The world is littered with dead documents that do nothing but waste people’s time. Reports no one ever reads, diagrams no one looks at, and specs that never resemble the finished product. These things take forever to make but only seconds to forget.”

They argue that the problem with documents like this is they create illusions of agreement, everyone can read them but it’s like reading characters in a book we all see them differently in our minds. Just like this everyone will interpret the documents in a different way. In my experience everyone also learns and takes information in a different way so we need to also accommodate to this – hence I believe that documents should be interactive not just a file or poster on a wall.

It is the same when planning ISO9001 or putting systems into your business don’t just document the status quo think outside the box, ask your people how they interpret the information you are giving out. Find out if what you are doing is working, after all true communication is the response you get.

My advice to you is to treat every opportunity to revisit a process as an information gathering and value adding exercise before you set a system in place.

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