Implementing change

Effective Business Risk Management

September 26, 2016

At the heart of most International Management Systems – Business Risk Management If you get it right, business risk management can make sure that you are complying with legal requirements, managing your processes efficiently and effectively, and ensuring key stakeholder interests are met.  Implementation involves identification and evaluation of key risks, developing and putting into [...]

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World Quality Day 2016

September 8, 2016

Thursday 10th November 2016 – World Quality Day The theme of this year’s World Quality Day is “Making Operational Governance Count”. Business Management Systems like ISO 9001 are a form of operational governance.  This management system can be used to help organisations understand how they are working and where to make improvements.  Linking corporate governance [...]

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Risk-based thinking and ISO 9001:2015

August 31, 2016

If you are considering upgrading to ISO 9001:2015 read on! The idea of looking at risks was not high on the agenda when implementing ISO 9001:2008.  It was touched on when covering the potential for loss of fees when having to rework a product or when service was poor, but not on a business-wide scale. [...]

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Leadership and Improvement – Crucial areas for Quality Management

May 16, 2016

Continuous Improvement and Effective Leadership Anyone who has taken a look at the new version of the ISO 9001 Standard will know that Leadership and Improvement are both important concepts in the Quality narrative.  Quality World recently interviewed Russell Longmuir, CEO of the British Quality Foundation about his views on both these topics.  Below is [...]

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Quality: Introducing Change and Improvement – a four-prong approach

February 9, 2016

How to present a case for change Perceiving the need to change is often connected to the realisation that unless you do change you will cease to meet stakeholders’ expectations; whether that be in terms of a lack of profit gained, standards not being met or customers needs not being served.  It can, however, be [...]

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Fatigued Technicians blamed for damaged BA plane

September 22, 2015

Were the AAIB’s solutions to this question using the wisest approach? You may remember that there was a fire on a British Airways flight to Oslo in 2013.  A recent investigation into this incident has revealed that technicians were working high levels of overtime and as a consequence were very tired.  This led to engine [...]

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The Trick is Knowing Your Limits

March 12, 2015

Parliament urged to call in the experts for the forthcoming £3bn renovation project The need to carry out extensive renovation work at the Houses of Parliament has been in the news recently.  It appears that the sewers are expected to fail in the not too distant future which would render the building uninhabitable.  Management of [...]

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Total Quality Management – what’s new?

February 19, 2015

Total Quality Management (TQM) – a new mentality? In the past few years TQM has moved on a lot.  It still retains its solid foundations, but now there is more emphasis on innovation, intensive continuous improvement, risk strategies and more attention given to environmental issues.  David Hutchins, who runs a quality college, has written about [...]

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The Quality Strategy – getting your point across

September 11, 2014

Seven effective communication strategies to promote quality Communicating the message about quality clearly is vital if you are to succeed in implementing a quality management system within your company.  This has to start with top management clearly setting out their commitment to quality and outlining the role that everyone is expected to play.  This can [...]

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Post ISO 9001:2015? – what people in the know are saying

May 16, 2014

“What will top management need to do differently in the post-ISO 9001:2015 world?” This is the question that Quality World has asked four top managers recently. Their answers encompass elements from looking at leadership, seeking added value and maintaining the status quo.  They reflect the kinds of organisations for which they work.  Those heavily involved [...]

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