Quality World

May 2015

The magazine of the Chartered Quality Institute

Net
Works
OFC Cover QWmay 2015.indd 1
The impact of social networking,
how business is benefitting, and
what you need to know about
the risks and opportunities

16/04/2015 13:05
 ISO 9001. . .
Are you prepared
for the changes?
LRQA can provide your organisation with the right
support throughout your transition to the new
001:2015
standard ISO 9001:2015. The standard has 9

ISO
NEW
progressed to nal draft stage; this is a great
time to start planning and preparing for the

ses
new changes.
ra

ur
n s iti o n C o

New Standard Transition Public Training
ISO 9001:2015 Whats it all about then? Understand and
learn about the structure of the new standard and the revised
management principles, the high level management system
framework and the difference between the most recent and
previous standard.
Preparing for ISO 9001:2015 How you can plan for and approach
the changes within the new standard. Learn about the concepts
and requirements that will be dened in ISO 9001:2015, the
signicance of organisational context, risk-based thinking,
leadership and the enhanced requirements concerning
process management.
ISO 9001:2015 for Internal Auditors Build on your existing
internal auditing experience and learn about the latest standard
revisions and how they will affect your systems. Learn how to
audit the requirements concerning organisational context,
risk-based thinking, the process approach and leadership.
ISO 9001:2015 Lead Auditor Transition Upgrade your
knowledge to the new standard. Learn the structure of Annex SL,
the signicant new and enhanced requirements of ISO 9001:2015
and how Annex SL has been applied to ISO 9001:2015.
T
New Standard Transition Support
In-House Training: All of our transition training can be delivered
In-House, which will ensure the training is tailored to your
management system and team making the training specic to
your objectives.
Gap Analysis: This assessor delivered activity offers you a chance to
focus on the weak areas of your transition to the new standards.
So whether you are in the early stages of transitioning or just want
a dry run before your transition visit, this is an ideal service to give
you and your team condence that you are on the right track and
what you still need to do to meet the new requirements.
Pathway: To support you during the new standard revisions we have
created a free to use transition online tool. This self-help tool has
been designed as a simple multi choice checklist for you to clearly see
how you are progressing with implementing the new changes and
also highlight areas you need to focus on before your transition visit.
Transition Advisory Line:
0800 014 9152 | transition@lrqa.com

Transition Training Line:

0800 328 6543 | transition@lrqa.com
www.lrqa.co.uk/transitioncourses
Quote ref QWM15

Improving performance,
reducing risk

Lloyds Register and variants of it are trading names of Lloyds Register Group Limited, its subsidiaries and afliates.
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Quality World | February 2015
Register Quality Assurance Limited 2015. A member of the Lloyds Register group.

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p02_QWMay15.indd 2 1 14/04/2015 09:54
15/04/2015 11:05
 From the editor Contents
FEATURES REGULARS
14 02
Strategic Thinking News and Analysis
Alan Ovens explains how he Supermarket suppliers fears and
implemented the CQI Competency lessons from the Germanwings crash
Framework and the benefits it delivers
Technology, like money, is a great slave at a personal and organisational level 06
but a terrible master. Everywhere you CQI and IRCA news
look, people are checking their social 18 The CQI Advisory Council elections
networks on phones and tablets. And Social Power
its happening more and more in the QW takes a look at the impact of 08
workplace. The professionals who steer social networking, why business is CQI Membership Survey
clear of Twitter and LinkedIn are missing benefitting and how it can help How your feedback led to action
out. Those who spend every moment you to become more effective
checking updates are missing the point. 12
Our lead feature helps you to harness 24 Opinion
the power of social media effectively. Dangerous Places Quality for non-quality professionals
Robert Gibson Six Sigma Master Black Belt
Paul Hogan reveals how International 13
Cover illustration: Oliver Burston
SOS keeps globally deployed Digital highlights
employees safe during crises Inside Sony: the video, and a new
Quality World +44 (0)20 7245 6676 such as the Ebola outbreak report on the metrology industry
editorial@thecqi.org Twitter: @Qualityworld

Content Manager Robert Gibson 32

Content Creator Amanda Pauley
Content Creator Natasha Cowan Knowledge
Senior Designer Ricky Elizabeth Why system thinking is the key
Freelance Art Director Corey Jackson
to sustainable quality
Advertising
Jude Rosset jude.rosset@redactive.co.uk
34
Subscriptions Accreditation
+44 (0)20 7245 6866
qwsubscriptions@thecqi.org What ISO 9001:2015 means
11-issue subscription fees for certification bodies
UK: 72 Europe: 92 ROW: 110

Print and distribution by Warners Midlands Plc 35

ISSN 13528769. Vol 41 issue 5
Reviews
The Lean Startup and
Who Moved My Cheese
The views expressed in QW are those of the author and do not necessarily
represent those of the CQI. The advertising of courses, events, products and
services in this publication does not imply that they have CQI endorsement.
Reproduction of QW in whole or part without permission is strictly prohibited. 40
5 minutes with...

24 Stephen Beaumont, creator of the

Captain Quality training programme

thecqi.org | 1

1FC-01 Editorial Contents QWmay2015.indd.indd 3 16/04/2015 14:03

 News and Analysis
The news
Consumer watchdog Which?
has called for a clear traffic light
labelling system on the front of all
cereal bars, after finding that some
contain more than 40% sugar.
The watchdog examined 15 cereal
bars and discovered alarmingly
high levels of sugar, particularly
in products marketed directly to
children and those claiming health
benefits. The study found that the
Kelloggs Coco Pops Snack Bar
contained 42% sugar, while the
Kelloggs strawberry Nutri-Grain
Fruit Breakfast Bars contained 33%.
Only one bar had a clear traffic
light label, showing the amount
of fat, sugar, salt and calories the
product contains.
A Which? poll found that only
26% of consumers were satisfied
with the work the Government is
carrying out to help people eat
healthily, and only 23% were happy
with the actions of manufacturers.
Calls for cereal
bar makers to put
customer first
2 | Quality World | May 2015
02-07 News QWmay2015.indd 2
The views
Richard Lloyd, Executive Director at
Which?, called on the Government
to take action, and protect and
promote healthy diets. He said:
Its worrying that cereal bars,
especially those aimed at children
or claiming to be healthy, contain
so much sugar but most dont make
this clear on the front of the pack.
We now want the Government to
tackle this issue head-on by making
sure all manufacturers use traffic
light nutrition labeling, encouraging
reductions in sugar, fat and salt, and
ensuring manufacturers promote
their products responsibly.
A spokesman for Kelloggs
commented on the recent Which?
findings, stating: There are less
than two teaspoons of sugar in
a Coco Pops Snack Bar thats
9% of your recommended intake.
We clearly label all our foods
so people can make informed
decisions about what they buy.
The analysis
Mike Turner, Managing Partner
at Oakland Consulting, said: The
recent Which? survey of 15 cereal
bars highlights the responsibility of
all producers to put the needs of the
customer at the heart of the business
this is a good maxim for quality.
Consumers are increasingly aware
of the health effects of high-sugar
diets, and food manufacturers must
respect the need for the information
necessary for the consumer to make
better decisions on what they consume.
In the end, quality is respect, respect
for customers, respect for responsible
use of resources, respect for the
environment and respect for individuals.
A quality-conscious company
must translate this to the way they
involve the customer in getting the right
value from their products.
Would any of these manufacturers
be willing to accept the effects of poor
dietary advice on any of the members
of their valued workforces?
16/04/2015 13:08

Even the top NHS
hospitals are now
failing, says report
The news
The poorest performing hospitals are getting
worse and even the top 10% of hospitals are
now struggling to meet targets on hospital
waiting times for services such as A&E,
operations and appointments, according
to a new report.
The Department of Health previously
set a target to make sure A&E patients are
seen within four hours. However, a report by
the Nuffield Trust shows that only 92.6% of
patients were attended within this time the
worst performance in more than a decade.
The report said the issues were systemic
and not caused by local or managerial
failings. It outlined the six key targets for
hospitals in the UK and showed 2.9 million
people are currently waiting for hospital
appointments. Additionally, the target to
give diagnostic tests to 99% of patients
has not been met since 2013. The demand
for services has increased significantly and
cancer tests have risen by 10%.
02-07 News QWmay2015.indd 3
The views
Holly Dorning, co-author of the report,
acknowledged the issues surrounding A&E
waiting times and highlighted fears raised
by failures in other areas.
She said: Weve known that hospitals
have been struggling to meet the four-hour
A&E target for a while. But the fact that we
are starting to see problems in other areas,
like access to planned treatment, is a real
concern. As this study makes clear, warning
lights are now starting to flash across the
wider hospital system.
A spokesman for the Department of
Health said: The NHS is busier than ever,
as innovative treatments and medicines
mean people are living longer with complex
conditions like heart disease or diabetes.
Weve increased the NHS budget this
Parliament, but ultimately we want to reduce
pressure on services through our plans to
increase access to primary care and look
after people better in the community.
News and Analysis
The analysis
Vince Desmond, Executive Director of
Membership at the CQI said: The story
speaks of a system in which capacity
and demand are no longer in equilibrium.
The managers of this system do not have
control of the key variables that influence
capacity and demand.
Investment in preventative medicine is
almost non-existent, and the advancement
of medical science is such that demand for
care and cure will continue to grow. While
hospitals continuously seek and successfully
secure increasingly innovative ways of
improving operational efficiency, capacity
is primarily dependent on investment.
Holding hospitals to account for
failing to meet targets through increasing
regulation, while turning a blind eye to
the spiraling levels of demand, and failing
to invest in the variables of capacity is
more than short-sightedness it is in fact
a dereliction of duty.
thecqi.org | 3
16/04/2015 13:09
 News and Analysis
Food suppliers
scared to reveal
supermarket bullying
The news
Food suppliers are scared to raise
complaints about the bullying tactics
of supermarket giants, says the industry
regulator. According to the Groceries
Code Adjudicator (GCA), Christine
Tacon, suppliers are operating under a
code of silence, with many afraid to raise
complaints due to fear of retribution
if they are unmasked.
Tacon said the watchdog has found it
difficult to get suppliers to come forward,
with evidence of breaches of the industry
code of practice since the organisation was
established in 2013.
The mistreatment of suppliers has risen
up the political agenda in the wake of
Tescos 250m accounting scandal.
In February, the GCA launched an
investigation into the supermarkets
treatment of suppliers after having formed
a reasonable suspicion that it had
breached the Groceries Supply Code of
Practice. The GCA is an independent
adjudicator that oversees the relationship
between supermarkets and suppliers.
4 | Quality World | May 2015
02-07 News QWmay2015.indd 4
The views
Almost nine in 10 buyers believe supply
chain bullying tactics associated with
supermarkets are giving the profession
a bad name, according to the Retail
Procurement Survey (2015) by Supply
Management. And respondents cited pay to
stay, late payment and lengthy payment
terms as the top bullying tactics.
A separate poll of suppliers by the
Federation of Small Businesses found that
almost one in five small firms has been the
victim of supply chain bullying.
David Noble, Group CEO of the
Chartered Institute of Procurement and
Supply (CIPS), believes the onus sits at
the top of organisations. He said: The
ultimate responsibility must be with boards
and CEOs of companies to interrogate
their supply chains and understand
what exactly is happening, and who is
responsible and accountable.
There has to be some humanity in
the relationship with suppliers in the
retail sector, and I hope that as the debate
continues this will come to the fore.
00000
The analysis
Supply Chain Manager Bryony Roberts,
MCQI CQP, has been working in
corporate industries since 2001. She said:
Supply chains of the modern world are
complex and fast, and trying to meet the
cost pressures of modern living can drive
certain behaviours to achieve this goal.
The question is, how much of this
is known pressure and how much of it
is just the nature of the world we live in?
If a supplier feels an unacceptable level
of pressure to achieve the requirements
of the company and it becomes
detrimental to the product, this could be
classed as commercial bullying.
But dont take this as suppliers
should never be under pressure. Some
of our most significant changes in
technology have come from procurement
pressure to meet market needs.
However, when the pressure applied
is negative, this can be at the loss of your
brand. Suppliers under attack should
start to push back. The first step is
raising the flag.
16/04/2015 13:09

Image: Rex Features
The news
Some of the UKs largest airline
carriers have changed their
cockpit rules in light of the tragic
Germanwings incident.
Virgin Atlantic, easyJet and
Monarch have all revised their flight
deck policies, so that two crew
members are required to be inside
the cockpit at all times.
The rule change follows the
recent Germanwings crash where
150 passengers were killed as the
plane, travelling from Barcelona
to Dsseldorf, smashed into
the French Alps. Investigators
believe Co-Pilot Andreas Lubitz
deliberately caused the crash
after he locked Captain Patrick
Sondenheimer out of the cockpit.
After the 9/11 terror attacks the
US Federal Aviation Administration
made it a requirement for US
carriers to have two people in the
cockpit at all times, but the rule
was never enforced across Europe.
UK flight safety overhauled following Germanwings tragedy
02-07 News QWmay2015.indd 5
The views
In a public statement about its flight
safety changes, Virgin Atlantic said:
We always ensure we have the
highest safety standards and while
it is common practice to have two
members of our crew in the flight
deck at all times, in light of recent
events we are now in the process
of formalising this policy. Other
carriers, such as British Airways,
were more reluctant to announce
sudden changes.
As QW went to press, a
Civil Aviation Authority (CAA)
spokesman said it was in discussion
to review the rules with the
European Aviation Safety Agency
(EASA), with a view to changing
them in line with the US.
The CAA said: Following the
tragic Germanwings incident,
we are co-ordinating closely with
the EASA and have contacted all
UK operators to require them to
review all relevant prcedures.
News and Analysis
The analysis
John Addey, FCQI CQP, is a former
BAE Systems Quality Assurance
Manager Policy and Process.
He said: Aircraft design has always
considered critical failure points and
it reduces the risk they present via
methods such as increased redundancy
or fail-safe systems.
Although this may be fine for the
mechanical and electrical aspects,
its only one part of the story.
Commercial aircraft dont fly
themselves and an equally important
potential failure point is human action.
You can have the best and safest
design possible but the potential for
human error or unexpected intervention
should also be assessed to the same
degree, and that is why having two
people in the cockpit at all times makes
good sense.
No system will ever be perfect but
this approach has the potential to reduce
failure to an acceptable level, regardless
of how infrequently it occurs.
16/04/2015 13:09
 CQI and IRCA news
Voting open for the CQI
Advisory Council elections
Can you help drive the quality
agenda and shape the future
of the CQI? If so, were
welcoming nominations for
MCQI and FCQI members
to fill eight vacancies on
our Advisory Council.
How does it work?
A ballot of voting members
will be held on 20 July and the
successful candidates will be
Join it
For details on the nomination
process please email
Helen Flannery at:
elections@thecqi.org
ISO management system standards are moving to an Annex SL-basis but how do you
achieve a smooth transition? CQI and IRCA members can download our briefing note
to make sure you understand the main features and implications of Annex SL.
6 | Quality World | May 2015
02-07 News QWmay2015.indd 6
announced on 9 September
at the AGM. The chosen eight
will join the Advisory Council
for a term of three years.
Who can stand for election?
Any voting member for the
CQI (ie MCQI or FCQI) but in
order to be eligible you will
need the support of three other
members (including at least
one voting member).
BRIEFING NOTE
GETTING TO GRIPS
WITH ANNEX SL
What does being a member
of the council involve?
The council holds four
meetings a year and you would
be expected to attend these.
The aim of the role is to
contribute and debate ideas,
as well as helping to develop
and support the CQIs future
growth. The deadline for CQI CEO
applications is 19 June.
Simon Feary
joins Twitter
and LinkedIn
You can now follow and
interact with the CQIs
Chief Executive, Simon
Feary, via social media.
Follow him on Twitter to
find out how hes leading
the profession and
connect with him
on LinkedIn.
Follow it
Twitter:
@SimonFearyCQI
LinkedIn:
uk.linkedin.com
and search: Simon Feary
Read it
Simply log in to My CQI at:
members.thecqi.org
and download it from the
CPD and Knowledge section.
IRCA members can log in at:
members.irca.org/irca
and download it from the
Member Resources section.
16/04/2015 13:10
 For event listings visit: thecqi.org/cqievents
Event:
The MoD
hosts night to
celebrate quality
The Ministry of Defence has
recognised teams and individuals
who demonstrate a quality to
their work. The CQI attended,
and proudly sponsored, the
MoDs prestigious Quality
Awards 2015, at Abbey
Wood in Bristol.
Air Vice Marshal Julian
Young, the MoDs former
Quality Assurance Authority,
presented nominees with a
Bristol Blue glass paperweight
and certificate to mark their
contribution to improving quality
within the MoD. The winners
12 individuals and four teams
(including Ships OC and the
Standards Delivery Section)
were presented with quality
awards.Vincent Desmond,
Executive Director CQI
Membership, closed the event.
He told QW: It is important
to take time to recognise and
celebrate success, and the
CQI was delighted to support
the MoD Quality Awards.
I congratulate the winners
whose stories underlined
the contribution that good
governance, assurance and
improvement make to the
UKs provision of defence
equipment to our forces.
See it
For a comprehensive list of
upcoming CQI events, visit:
thecqi.org/cqievents
02-07 News QWmay2015.indd 7
Dont miss
CQI and
IRCA launch
new emails
As part of the ongoing
support the CQI and IRCA
provide to members, weve
redeveloped our content
package to give you more
content in more places.
As a result weve launched
three new emails:
Knowledge
CQI and IRCA members
will receive this email
monthly (launched in April,
pictured above) featuring
the latest technical articles
and continual professional
development resources.
CQI Members Update
CQI members will receive
this email bi-monthly
(launching this month),
keeping you up-to-date
on the latest branch
news, product updates,
organisation activity
and more.
IRCA Members Update
IRCA members will receive
this email bi-monthly,
keeping you up-to-date on
upcoming events, training
opportunities, organisation
activity and more.
Event:
CQI Gloucester
branch explore WORLD
the Ford legacy
QUALITY
DAY 2015
The CQIs Gloucester branch
is hosting an event exploring
the work W Edwards Deming
undertook with American
automaker Ford in the 1980s.
The event, organised by Chair
Paul Snowdon and entitled Save the date
Dr Demings Ford Legacy,
will provide members with an 12.11.2015
overview of his work with Fords
management team up until 1989, We can reveal that World
as well as looking at how the Quality Day 2015 will be
taking place on Thursday
teams focus changed. Former
CQI Deming Special Interest
12 November. The purpose
of WQD is to promote
Group (DemSIG) member,
awareness of quality around
Tony Brown, will be presenting.
the world and encourage
development and prosperity.
The event takes place on More information about the
20 May at Fromebridge theme and what weve got in
Mill in Gloucester and store will be revealed soon.
presentations start at 7pm. Watch this space.
Image: Ford
Model A 1930
Book it
The event is free for members.
Reserve your place:
thecqi.org/cqievents
thecqi.org | 7
16/04/2015 13:10
 You spoke.
We listened.
CQI Membership Survey
the results ATTEND CQI
EVENTS ON
A REGULAR
BASIS
Weve
increased our
networking
As part of the ongoing support we provide to offering
our members, the CQI conducted a membership by hosting
survey in 2014 to find out what were doing well and two annual
where we could improve. The survey, completed roadshows
by 1,202 respondents, was an opportunity for a year. This
members to share their opinions on the value of year were
our communications. As a result, were making on the road
some significant changes to our activity in 2015. talking about
The key findings were: Annex SL and
repositioning
the quality
profession.

ARE LIKELY TO
RECOMMEND
MEMBERSHIP
TO OTHERS
Infographic: Corey Jackson
Were committed
to increasing
the value of your
membership,
and will continue
to look for
innovative ways
to communicate
RATED US AS GOOD with you on
FOR TECHNICAL KNOWLEDGE the key issues
Weve redeveloped our content package to provide you with regarding the
more content in more places, including exclusive videos, profession.
webinars and ISO standard reports.

8 | Quality World | May 2015

08-09 INFOGRAPHIC QWmay 2015.indd 26 16/04/2015 13:12

 WANT US TO PROMOTE
THE PROFESSION MORE
WITH EMPLOYERS
Were taking the CQI Competency
Framework to organisations
to discuss the scope of the
profession and what it adds
to business. Our new
Corporate Partners model
provides us with the right
structure to work with
these companies.

RATED QUALITY
WORLD AS THE
BIGGEST
BENEFIT OF
MEMBERSHIP
Weve redesigned
the magazine in
order to deliver
even more
value per page.
Expect to see
more insights
from leading
authorities,
in-depth technical
articles and a
greater focus
on continuing
professional 18% WANT MORE
development. CPD RESOURCES
This year weve launched two
new member-only emails
Knowledge and CQI Members
Update in order to bring
you more CQI news, technical
Weve articles, CPD and career support.
REGULARLY USE launched
LESS
THAN

THE CQI WEBSITE

In response to this
two new
level of usage, the CQI emails
website is undergoing Knowledge
redevelopment so we
can provide you with and CQI
extra features and Members
valuable resources.
The My CQI section
Update
has been redesigned in order to
for easier navigation bring you
and a digital version
of Quality World more career
is now available support
for download.

thecqi.org | 9

08-09 INFOGRAPHIC QWmay 2015.indd 27 16/04/2015 13:12

 FOLLOW US ON
TWITTER

@QUALITYWORLD
WHEREVER YOU ARE, KEEP UP TO
DATE WITH THE LATEST QUALITY
NEWS, INCLUDING A DAILY
NEWSPAPER ROUND-UP

10 twitter ad.QWmay 2015indd.indd 1 16/04/2015 13:13

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May 2015 | Quality World | 11

p11_QWMay15.indd 11 15/04/2015 09:58

 Opinion
R A
ecently Ive been
presented with
the challenge
of providing
training on quality for
colleagues who are all
non-quality professionals.
This was important to me
as Im of the opinion that
all individuals have a part to
play in quality management
within an organisation.
In producing my material
it became obvious that there
is still a knowledge gap in
business, where awareness of
what quality means and its
importance to the future of
industry is not well known.
Among friends, family and
other colleagues, we face
the continuing battle of
detailing what it is that we
do. We continue to outline
the importance of taking
responsibility for quality
required by all.
I agree with the view
that the quality professional
is the ambassador for
governance, assurance and
improvement, but we are
also agents of change. We
must take responsibility for
providing knowledge about
the importance of quality to
To have your say on the burning issues or share your thoughts on anything in this edition of QW, email editorial@thecqi.org or send your letter
to: The Editor, Quality World, The Chartered Quality Institute, 2nd Floor North, Chancery Exchange, 10 Furnival Street, London, EC4A 1AB
12 | Quality World | May 2015
12-13 OpinonDigital QWmay 2015.indd 12
Natalie
Shoemark-Dyer
on quality for
the non-quality
professional
our non-quality colleagues
even when resistance is high.
There is an appetite for
redefining the profile of the
quality professional and I
feel this should be welcomed
and supported by all.
However, the importance
of the message must
be shared more widely
than with only our fellow
professionals across
businesses.
I echo earlier articles
I have read in Quality World,
in that there is a need
for quality training to be
driven into schools and
universities but, further
still, urge every business
to adopt the approach of
quality for all. This will drive
forward the next generation
of professionals, who are
already a step ahead of
the game in understanding
the importance of being
responsible for quality,
for everyone.
Natalie Shoemark-Dyer,
MCQI CQP, Programme
Quality Controller
on the Mobile
Infrastructure Project
for Arqiva, and Chair
of the CQI NGN
Say it
s a mid-level
production
manager,
one of the
biggest challenges I face
is getting employees both
above and below me to
welcome change. For the
management above, the
term if it isnt broken, dont
fix it is too common, and
employees often feel like
change means more work
for no extra money. I tried
to tackle the question: aside
from monetary incentives,
how can I motivate staff
to embrace change?
Motivating top-level
management to support
change is difficult as they
have usually been involved
in the implementation
of current methods and
standards. However, after
delegating a process, over
time they can often become
so far removed from it
that they do not realise
improvement is needed,
even if the bottom line is
whether the product is going
out on time. By educating
top-level management on
new methodology and
providing data on areas such
Lee
Wood
on employee
motivation
as time saving, quality can
be driven from within the
organisation, and not at
the customers request.
Company culture
can restrict information
from flowing upwards as
base-level employees often
find top-level management
unapproachable. At the
company I work for we have
adopted an open-door policy
to eliminate that culture.
Motivating base-level
employees is not as hard
to achieve. Empowering
my staff to have complete
control over project design
and changes, allowing them
to see projects through to
completion and see the
effective results, offers them
opportunity to impress.
In return, setting out
career progression paths
aided by visual management
systems provides the
motivation needed.
Above all, the most
important thing is to listen
to the people below you and
be heard by the ones above.
Lee Wood, ACQI,
Internal Auditor
at Luminescence
International Ltd
16/04/2015 13:15
 Digital highlights

T
he CQI has improved its content package
to provide members with better content,
in more places. Using feedback from the
CQI and IRCA annual surveys, combined
with additional stakeholder research and
consultation, weve developed a new suite
of publications designed to meet your professional
needs and put you ahead of the competition.
CQI and IRCA members will now receive the monthly
Knowledge email, which includes technical reports
and insight from leading authorities in the profession.
IRCA members will also receive the bi-monthly IRCA
Members Update, and CQI members will receive
the bi-monthly CQI Members Update (each by email).
These newsletters will bring you the latest news,
events, branch and special interest group updates,
and member benefits.
Quality World has been revamped to include more
value per page, delivering more articles that are
focused on supporting your continuing professional
development. CQI and IRCA members can also gain
access to a host of new reports, videos and technical
briefings, by logging in to the new home of CQI content,
My CQI, at: members.thecqi.org

Featured articles online

Metrology Matters Video: Inside Sony My CQI relaunch

In an exclusive report for CQI and IRCA
members, Ian Wilcox, Senior Metrologist
at Coventry University, analyses the
challenges facing the measurement
industry and the impact on quality.
members.thecqi.org
Our exclusive interview with Steve
Dalton, Managing Director at the Sony
UK Technology Centre, reveals how an
innovative quality culture has set the
factory apart from its competitors.
thecqi.org/qualityatsony
Relaunched to enhance usability,
members will find CPD and Knowledge
reports, Member Information sections,
the CQI e-library and QW online, which
includes the magazine archive.
members.thecqi.org

Top
tweets @Qualityworld Most read

The CQI @CQI 1. CQI Blog: Engineers of Download it

South West London calling for our Head of Profession tonight, the future Left your print copy at
sharing our plans to move quality to the boardroom. blog.thecqi.org home? CQI and IRCA
members can download
Richard Green @Richard_at_IRCA 2. IRCA Blog: Blue moon the digital version of this
IRCA Advisory Panel meet today to discuss generic blog.irca.org issue of QW and read it
management system assessor scheme. Additional grades, on the go. Simply log in
business focused, competency based. 3. 10 ways to engage your to My CQI at:
directors thecqi.org/ members.thecqi.org
Quality World @Qualityworld engage-your-directors
#qualitydebate is it important to create opportunities for
graduates to enter the profession straight from university? 4. Video: Inside Sony
thecqi.org/qualityatsony
Chris @earthbulb70
@Qualityworld #qualitydebate we need to create 5. Estelle Clark How to get
opportunities for anyone to enter the profession from noticed thecqi.org/how-to-
whatever academic background. get-noticed

thecqi.org | 13

12-13 OpinonDigital QWmay 2015.indd 13 16/04/2015 13:16

 Image: Alan Ovens, PCQI,
Procurement Assurance
and Governance Specialist
at PA Consulting Group

14-17 FRAMEWORK QWmay 2015.indd 14 16/04/2015 13:17

 Illustration: Charis Tsevis
S T
T E G I C
T H
K I
Alan Ovens, PCQI, explains how he implemented
the CQI Competency Framework and the benefits it
helped him deliver as Procurement Assurance and
Governance Specialist at PA Consulting Group
I believe quality
should inform everything that our organisation
does. At PA Consulting Group our job is to offer
deep knowledge in industries ranging from
energy and financial services to life sciences,
healthcare, government, defence, security,
telecommunications, transport, and logistics.
With more than 2,500 employees, the company
operates globally from offices across Asia
Pacific, North America, Europe and the Gulf.
Our aim is to challenge conventional thinking
and overcome obstacles, while creating a
lasting impact with clients. This means making
sure our clients can see that our commitment
to quality exists in all tiers of the organisation.
Implementing the framework, on a
personal level, has given me a more structured
approach for facing complex issues. It has also
provided a platform for continual professional
development in quality. The framework has
14-17 FRAMEWORK QWmay 2015.indd 15
R A
I N
N G
highlighted opportunities to demonstrate
exemplary performance in a particular
specialism without losing focus on other
areas, and has provided an opportunity to
deliver more context, clarity and innovative
solutions to complex scenarios on a much
wider scale.
The benefits
An important first step was demonstrating
the benefits of a new approach to
quality. I had to show my peers how the
method could be applied to any change
programme within the organisation. Having
already developed process and domain
expertise, I was not attempting to apply
a new approach in an unfamiliar environment
instead, allowing a constant focus on the
industry-specific context in which I was
operating throughout the assignment.
Planning for quality in the format presented
thecqi.org | 15
16/04/2015 13:18
 in the Competency Framework gave
leadership at all levels an immediate
understanding and appreciation
of quality processes.
Quality professionals are often
stereotyped as troubleshooters who
address problems as and when they
occur. But now we have an opportunity
to provide clarity, context and emphasis
in our ways of working, by prioritising
a process for determining stakeholder
intent and how to satisfy it.
Defining the term governance
w a s t h e n e x t b i g c h a l l e n g e.
The word governance has differing
interpretations and my experience
was no different. The way people and
organisations are governed
will vary depending on the
organisational, political or
individual context. However,
making sure that process
outputs were aligned to the
intent of the project team,
and that the strategic objectives
of a wider enterprise were
aligned to the presence of
a transparent governance
structure, made the process
of measuring operational
effectiveness much easier.
After completing each
process section, I asked
i f t h e d e s i re d o u t c o m e
assured high-quality
output and mitigated risk.
This required both top-down
and bottom-up thinking, with
continual input from the practitioners
themselves. Implementing stakeholder
and leadership intent didnt need to
be a series of complicated activities,
and efforts at the initial stage of process
development will prove less costly for
all organisations in the long run.
Making an impact
I f i r m l y b e l i e ve t h a t q u a l i t y
professionals can provide the biggest
impact on boardrooms because
of our inde pendent emphasis
on improvement. In a world of
e ve r- i n c r e a s i n g c o m p e t i t i o n ,
16 | Quality World | May 2015
14-17 FRAMEWORK QWmay 2015.indd 16
organisations simply have to adopt
stronger improvement cultures if THE
success is an end goal. Through careful FRAMEWORK
understanding and interpretation of BECOMES A
the framework, quality professionals POWERFUL
now have a unique way of thinking
that can be shared widely throughout CATALYST
organisations and without opposition. FOR TIMELY
This is a brilliant technique for PROFESSIONAL
prompting each of us to re-evaluate DEVELOPMENT
our own skillsets.
The key to achieving continual
improvement is the involvement and the
desire of a companys workforce. Ask yourself change. Implementing the quality
the question: do the quality professionals in your framework means we are more ready
organisation feel empowered to add value? If so, to achieve this. The framework
their desire to deliver improvements will come provides key techniques for making
naturally. Whether we sure solutions to complex issues are
adopt a PDCA (plan, do, structured in a way that highlights
check, act) or DMAIC exemplary performance. My aim is to
QUALITY ( d e f i n e , m e a s u r e , be branded as a quality professional
PROFESSIONALS a n a l y s e , i m p r o v e , who thinks strategically and exhibits
NOW HAVE A c o n t ro l ) a p p ro a ch , a continual focus on improvement and
communicating our meeting stakeholder intent.
UNIQUE WAY
method in line with Changing the perception of quality
OF THINKING insights, evaluation remains high on the agenda for many
THAT CAN BE and change, results of us, and it is easy to understand why
SHARED WIDELY in conversations with some may have become disillusioned
our peer s in other in the past when wondering how this
THROUGHOUT
specialisms. This means could be achieved. We can become
ORGANISATIONS we naturally begin recognised as innovative agents
AND WITHOUT to communicate in terms of change, which is particularly
OPPOSITION of a context we can important for the next generation of
all relate to. quality professionals.
It was important to We can embed a simple but effective
define improvement in approach to quality, and as a result,
terms of both strategic the framework becomes a powerful
and tactical scenarios, specifically catalyst for professional development.
articulating the dependencies, results Too often the principles of quality
of implementing improvements, and are overlooked. When implementing
highlighting the need for continual these competencies, pay close attention
re-evaluation. This approach has to engaging with those in your
stressed the emphasis on gathering organisation, remaining customer
insights from a greater number focused and always aiming to improve.
of practitioners and will prove to be
more effective in the future.
Fuelling change Read it
In the past the quality profession
has needed to refocus its efforts To find out more about the
Competency Framework visit:
towards the effective mitigation of thecqi.org/competency-
risk, the safeguarding of reputation and framework
being finically savvy when promoting
16/04/2015 13:18
 The Competency Governance: Improvement:
Alan on
Framework Ensures that
all organisation
Facilitates a culture
of evaluation, Governance
requirements 
are reflected
learning and
improvement, organisational,
It varies depending on the
political or
in operational which drives more individual context

Context
frameworks, 
policies,
effective, efficient
and agile ways of
Make sure process outputs
are aligned to the intent of the
processes working to support project team

Go and plans, and business strategy, Strategic objectives of

the wider enterprise need to
ver that these meet enhance reputation be aligned to a transparent
n an all stakeholder and increase governance structure
ce requirements. profitability.
This will make the process
Improvement

of measuring operational
Q1: Q5:  effectiveness much easier.
Is management Is there a
Assurance
Leadership intent defined? commitment

Q2:
to continuous assures
Ask if the desired outcome
high-quality output
improvement
and mitigates risk
andRequires
Is management and redefining
ce intent fit management
both top-down

ran
bottom-up thinking,
for purpose? intent?
ssu
with continual input from the
A practitioners themselves
Q6:
Is there a culture
Implementing stakeholder
and leadership intent doesnt
of objective need to be a series of
evaluation? complicated activities.

Improvement
Assurance:
Embeds a culture
terms
Define improvement in
of both strategic and
Q1 Context: tactical scenarios

Q2 of assurance to
Articulate the dependencies,
ensure policies, Uses domain results of implementing
processes and and/or improvements and highlight the
plans are industry-specific need for continual re-evaluation
effectively
implemented, 
knowledge
to ensure
Put emphasis on gathering
insights from a greater number
and that all effective of practitioners.
Q3 outputs are implementation
nance
eadership
Leadership Assurance
Governance
Governance Improvement
Assurance
Assurance Context
Improvement
Improvement consistent Context
Contextof governance, Context
theShow
Q4 your peers how
with requirements. assurance and
method can be applied to
Q6 improvement. any change programme within
Q3: the organisation
Q5
(Process) Is
management intent Leadership: Existing process and domain
expertise is priceless
Assurance Improvement Context
Leadership
effectively
Governance
implemented?
Uses leadership
Assurance
behaviours to
Focus needs to be on the
Improvement
industry-specific context in
Context
The responsibility of the quality professional is simply to ask the maximise which you are operating in.
right questions and attain satisfactory answers to these questions, Q4: influence and
both at the operational and organisational level. In doing this, Leadership
professionals
nance Assurance Improvement (Product) develop
eadership
Leadership Governance
the Governance Assurance
quality professional will be Assurance
able Improvement
to identify, report and Improvement
address Question: do the quality
Does it produce a culture of 
Context in your
any risks associated with meeting stakeholder requirements, and the desired Context
Contextevaluation
organisation feel empowered
so protect and enhance reputation and improve efficiency. outcomes? and improvement. to add value? If so, their desire
to enact improvements will
come naturally
Assurance Improvement Communicate with peers
in other specialisms about
Leadership Governance Assurance Improvement
Context your method.
Context

thecqi.org | 17

14-17 FRAMEWORK QWmay 2015.indd 17 16/04/2015 13:18

 18 | Quality World | May 2015

18-23 SOCIAL NETWORK QWmay 2015.indd 18 16/04/2015 13:21

 Words: Natasha Cowan Illustration: Oliver Burston

Not only have social

networking sites
transformed the way
we interact, theyve
had a significant
impact on business,
creating networking
opportunities and
new ways to reach
customers. QW looks
at the benefits, the
pitfalls, and how
you can make social
media work for you
thecqi.org | 19

18-23 SOCIAL NETWORK QWmay 2015.indd 19 16/04/2015 13:21

 When used in the correct way, social media
can create opportunities that may not
have existed in traditional business models
and has become an essential aspect of
professional life

T he past decade has seen
a revolution in the way we
communicate. Social media
is no longer thought of as a fad
and its easy to see how these
sites have changed the way we
interact with our peers from
how we speak to friends to
how we market our businesses,
promote ourselves and consume
information. Facebook, Twitter
and LinkedIn are still fledgling
companies, but the professional
world has taken notice of the
impact social networks have
on customer relations and industry
as a whole.
Social media
matters
because of
its ubiquity
a user can
network with
thousands of people online from
the comfort of their own homes.
We are no longer bound
by dates, times or locations when
searching for news and interacting
with peers. We have access
to infinite information every
second of the day. Whether you
like this idea or not, the importance
of understanding the business
opportunities and risks around
social media is unquestionable.
A recent report by the agency
We Are Social states more than
two billion people now have active
social media accounts and in 2014
alone this figure grew by 12%.
The impact of this type
of communication has been
profound. When used in
the correct way, social media
can create opportunities that
m a y n o t h av e e x i s t e d i n
traditional business models and
has become an essential aspect
of professional life.
Invitation pending
The sheer number of users on
social media networks, combined
with the prospect of instant
connectivity, makes sites such
as professional networking forum
LinkedIn a hub for meeting
potential clients and employers.
The CQI United Kingdom
group on LinkedIn has
8,944 members (at the time
of writing), attracting a range
of professionals not only from
the quality profession but from
related professions too. They
come together online, around

20 | Quality World | May 2015

18-23 SOCIAL NETWORK QWmay 2015.indd 20 16/04/2015 13:21

 the clock, to discuss the issues of
the day and, crucially, to search
for answers and share solutions.
Fo r t h o s e
unfamiliar
with the site,
i t s wo r t h
explaining
how LinkedIn
works. Essentially, by typing
a name or company into the
search bar, users are greeted with
hundreds of potential connections.
But how does this compare to
meeting with peers face-to-face?
While face-to-face networking is
priceless, its not always practical
or possible. When searching for
new business or contacts its
possible to save time and reach
a wider audience using networks
such as LinkedIn. This process
begins with inviting people to
a personal LinkedIn network.
Creating a profile on LinkedIn
is, in effect, posting your CV on
the worlds most popular jobsite.
How much of the detail within
your profile you make public is
up to you, but the aim is to build
a list of connections. Each time
a user links with another person
they can access the profiles of that
individuals connections, creating
further networking opportunities.
Simply connecting with
another professional shows
a n i n t e r e s t i n a w o rk i n g
relationship, while beginning
or posting on a discussion on
LinkedIns many forums illustrates
the ability to usefully contribute
to industry debate.
Judith
Kwentoh,
PCQI,
Co-Founder
of Digital
Success
Blueprint and Hotels Digital
18-23 SOCIAL NETWORK QWmay 2015.indd 21
Marketing, is one qua l ity
professional who has capitalised
on the changing digital landscape
to secure a better future for
her business. After gaining her
Diploma in Quality Management,
she combined quality methods
and principles with her digital
marketing expertise to provide
a consulting and coaching
service for entrepreneurs and
business owners.
Were no longer limited
by interacting over the phone
or the use of plain-text emails,
says Judith. Social media
makes it possible to interact
using videos and news updates,
or announcements.
Understanding and meeting
the needs of clients is the most
important source of competitive
advantage. Using social media
gives an in-depth knowledge of
how to satisfy these needs without
location being an issue.
From social media to CEO
A 2014 global CEO survey
conducted by the consultancy
fir m Brandfog illustrates
that those making use of social
media have a competitive edge, with
77% of those surveyed agreeing
that social media is a powerful
Understanding and meeting the needs of
clients is the most important source of
competitive advantage. Using social media
gives an in-depth knowledge of how to satisfy
these needs without location being an issue
t o o l fo r bu i l d i n g t h o u g h t
leadership and enhancing the
credibility of C-Suite executives
with stakeholders.
However,
publicising
yourself on
social media
can do more
har m than
good. Take care. The rise of social
networks is based on how useful
a site is for knowledge sharing.
The behaviour between
consumers and brands has
transformed in the past decade,
with more weight resting on
the relationship a customer
has with an organisation rather
than a hard sell. A successful
image on these sites is dependent
on the authenticity and
integrity of content rather
than self-promotion.
A sense of etiquette is crucial
for creating a productive online
presence. Professional codes of
conduct apply online exactly as
they do in the offline world.
That may be clear for personal
users but for businesses this means
ensuring professional standards
are maintained throughout all
communications. Twitter is an
thecqi.org | 21
16/04/2015 13:21
 A sense of etiquette is crucial for creating
a productive online presence. Professional
codes of conduct apply online exactly as they
do in the offline world this means ensuring
professional standards are maintained

interesting example. Users post Crisis no reports of illness. Fontaine

tweets, which are followed by
other users. Themes and topics
can be linked using hashtags, such
as #quality, in order to create
a debate or trend.
H o w e ve r, a ny bu s i n e s s
piggybacking on unhelpful
trending words or irrelevant
celebrities to garner publicity
and court more followers,
will cause people to lose interest
in what that user has to say.
The Chartered Institute of
Marketing recently collaborated
with YouGov to research honesty
in online behaviour. They found
64% of users would stop using
social media if they felt bombarded
by advertising. Decisive, relevant,
content is crucial. For Judith,
approachability is the key to the
balance between self-promotion
and authenticity. In order
to help and meet the needs of
your customers, you have to listen
to what they have to say,
she says. They want to know
that youre reachable.
She stresses that social
media can be a useful tool for
development. Creating this
repertoire online is a great way to
monitor what is and isnt working,
and collect information in order to
continuously improve processes.
response
We sign up to
social media
accounts
and connect
with people, share and like
their content, and discuss issues,
because we want to interact in
a meaningful way. Each comment
becomes socially mandated.
The reputation of a brand can be
destroyed because of an untimely
o r i n a p p ro p r i at e re m a rk .
The majority of success stories
on social media are based
on building a genuine relationship
with followers.
Judith cites a great example
of the importance of building
a strong online rapport with your
online audiences. In 2011, food
company Fontaine Sant detected
the possible contamination of its
salads with the bacterium listeria
monocytogenes. It took advantage
of the power of social media
to reach customers who were
potentially at risk. The company
spread the message about possible
contamination and made sure
all customers were aware of the
situation, Judith explains. Due
to this timely and effective crisis
plan, all potentially contaminated
produce was quickly recalled with
Sant was open and honest about
the risk of contamination and,
as a result, their loyal customers
rallied around to praise and
defend the brand.
Socialising quality
For quality professionals, social
media also provides a platform
for creating an understanding of
the profession in all its nuances,
from the intricacies of the role
on the factory floor to effective
governance and improvement.
Spreading the message about
the value of the profession is
key. This form of sharing has
parachuted other professions and
organisations into the limelight,
and leads to tangible results.
Social media has proved its
worth in distributing content in
a meaningful and relevant way to
a fifth of the global population.
The question now is how will the
quality profession utilise this tool?
Share it
Join the debate tweet us
@Qualityworld or join
the CQI group on LinkedIn

22 | Quality World | May 2015

18-23 SOCIAL NETWORK QWmay 2015.indd 22 16/04/2015 13:21

 Ellen Willoughby
Expert opinion
business
ng time networking to find
My job consists of spendi ess map s and proc edu res
ting proc
online and face-to-face, crea love help ing small businesses
rnal aud iting . I
for clients, and inte
the founder of All About
Ellen Willoughby, ACQI, is achieve improvements.
that helps small and
Quality, a consultancy firm the internet and avid user
of social
s ach ieve certification to I was an early adopter of
medium-sized businesse natural for me to use it for
crucial to her strategy ona l life, so it was only
ISO 9001. Social media is media in my pers business
r way to network, so as a new
bus iness work purposes. Its a cheape
for driving and retaining to mar ket you r com pan y.
it is very cost effective way
You can
to use and very interactive.
I love Twitter its simple vers atio ns onli ne. Another
join in con
h other easily promote others and h as
Referral relationships wit le tweets, using websites suc
find bonus is you can pre-schedu
business owners helped me tact Tweetdeck, making it easy to
plan you r con tent .
in con
new business. To help keep ia. I post
with my current referral part
ners wledge through social med
them. Its important to share kno r Dru cke r, on Twitter
I use social media to promote quotes from famous quality
guru s, suc h as Pete
Its all about givers gain. Help
ing ular and get shared by people.
ote and LinkedIn. These are pop
them encourages them to prom
on soc ial med ia and off it too.
me
to
Social media is a good way
k you
collect testimonials for wor
I always
have completed with clients.
bac k via Link edIn , which
ask for feed
es your
is a powerful tool as it reinforc
.
reputation and professionalism
dia
Learn to use one social me ter
mat
platform really well. It doesnt
ter or
if its LinkedIn, Facebook, Twit
s
one of the many other platform
one and lear n how to use
just pick
online
it. There are plenty of tutorials
offering
or social media companies
so its quite to
face -to- face train ing,
nt user. Social media is a great way
com pete l clients
easy to bec ome a stay in touch with potentia
had
and fellow professionals. Ive
nts who I met seve ral yea rs ago,
clie
media,
thanks to the power of social
who have stayed in touch and
eventually employed me.
y
ssage. I think social media is ver
to spread the quality me powerful in helping potentia
l clients
Social media is a great way great social media presence iness
ISO, CQI and Quality World
have a
many decide if they want to do bus
tion from them. LinkedIn has with you. If your social med
ia presence
so its easy to share informa in the late st debates. and positive
so you can join ess iona l, help ful
groups for quality is prof
e to
it helps reinforce that messag
attract younger people and potential clients. I have gain
ed several
The profession needs to positive
ia is the way you nger people interact. Driving clients directly through social
media
social med via soc ial media will help face -to- face
qua lity prof ess ion it doe snt repl ace
awareness of the but
to be
make quality a profession of
choice. contact, so your presence has
join in congruent with yourself.
positive. Online it is easy to
My top tip is to always be ge. The aim is to create a better
crea tes a bad ima
negativity but that
ion as a whole.
image of you and the profess

sional
le n re ve al s he r tip s for creating a profes
El ail
e new Knowledge em
LinkedIn profile in th

thecqi.org | 29

18-23 SOCIAL NETWORK QWmay 2015.indd 23 16/04/2015 13:22

 24 | Quality World | May 2015

24-29 SOS INT QWmay 2015.indd 24

International SOS is passionate
about keeping globally deployed
employees safe at all times,
especially during crises such as
the Ebola outbreak. Paul Hogan
reveals why a quality service is
the heart of the business

16/04/2015 13:23
 Image: Six Sigma Master
Black Belt Paul Hogan
at International SOS
headquarters in London

thecqi.org | 25

24-29 SOS INT QWmay 2015.indd 25 16/04/2015 13:24

 But how does the organisation assess the potential risks in such
unpredictable environments and what role does quality play in this?
Paul Hogan, General Manager Assistance Services for International
SOS in Europe and Six Sigma Master Black Belt, oversees the quality
of service delivered. He tells QW how quality sets the organisation
apart from its competitors.

Global reach
International SOS operates from more than 850 sites in 92 countries
and has more than 11,000 employees working across its operations.
It has more than 10,000 clients, including multinational companies,
governments and non-governmental organisations (NGOs). Were
a very operational organisation and everything we do is geared
towards helping clients as they send people overseas to expand their
business, says Paul. We look at the security and medical situation,
make an assessment of whats going on, and give advice to support
our client and their employees as they conduct business overseas.
The organisation assigns personal risk ratings to countries by
assessing a range of factors, such as the frequency and seriousness
of violent crime; the degree of political, economic and social
unrest; government stability;
the potential for internal
and external conflicts; and
the presence and capabilities
We look at of terrorists, insurgents
or other militant groups.
the security The countrys risk rating

Globalisation has allowed organisations

to send more employees abroad than
ever before, and in 2015 that can mean
some of the most hostile environments
in the world. A companys duty
of care to protect staff overseas is now
top priority, with the spotlight
on access to effective security and
travel advice services across all time
zones and regions.
International SOS bills itself
as the worlds leading medical and
security services company. With 1,400
highly skilled doctors and 200 security
specialists, it works night and day
to ensure people are safe during events
such as Hurricane Sandy, the Ukraine
crisis and the recent Ebola outbreak.
Its London headquarters is
specially designed to support the
organisations client-centric approach
and it has pioneered a range of
preventative programmes, offering an
unparalleled response to emergencies
and routine care.
and medical is then represented in
a colour-coded world map
situation, system at the organisations
headquarters, and is
make an shared with clients so they
have access to information
assessment that enables them to make
of whats better decisions about
potential risks.
going on and This up-to-date
k n ow l e d g e i s c r u c i a l ,
give advice especially when dealing with
civil or security-related risks
to support such as the unrest in Kiev
our client last year. The story was
big in the news but what
wasnt so obvious was the
medical risk there. According
to our medical risk map,
Kiev went from a medium
to extreme risk in February
2014 and stayed like that for
a six-week period. Doctors
and nurses were protesting
because they felt passionately
about the issue in hand,

26 | Quality World | May 2015

24-29 SOS INT QWmay 2015.indd 26 16/04/2015 13:24

 so there was less staff in
the hospitals. The unrest
One of the job it is to assess the
local medical providers.
meant people were getting toughest Its critical we know
injured and as a result, what they can do and
the number that needed things about what they cant as it
care was overwhelming the
hospitals, explains Paul.
Ebola is allows us to proactively
support a situation,
When something like
this happens its a terrible
education. take responsibility
and drive it to
time to be involved in an At first a good conclusion.
accident in that country The organisation
because youre not going many local is certified to
to get the same level of care
as you might have done
nations ISO 9001:2008 by
the Swiss Association
three months beforehand. didnt for Quality and
Management Systems
The same but different believe (SQS), and chose the
The assistance centre SQS because it has
lives by the philosophy that it was specialist auditors with
of assist first and verify
later, ensuring clients
a genuine medical expertise. Every
centre has the same
employees get the right
duty of care and have
virus infrastructure and systems, and the same audit
process, whether they are in Manila or Frankfurt.
access to a doctor 24/7. Its this consistency that drives a high benchmark
We have 27 assistance for performance. Our annual audit is conducted
centres in different parts by a central, independent team of experts.
of the world and this is important Our standards are based on our clients needs and they evaluate
b e c a u s e we h ave t o u n d e r s t a n d every element of our service, but like any quality management
the local culture, languages, and system, its how we manage our processes daily that determines
security and medical capability of our performance. Of course there is some variation between
different countries, explains Paul. centres but thats because weve got people with different
In each location we have a team whose backgrounds, servicing different markets and client requirements,

Image:
International SOS
monitors risk issues
around the globe, around
the clock, in order to
keep businesses running

thecqi.org | 29

24-29 SOS INT QWmay 2015.indd 27 16/04/2015 13:24

 says Paul. However, by having the same standards for the many local nations didnt believe that
overall level of quality of delivery, all our centres are delivering it was a genuine virus, explains Paul.
the same service. We received daily updates from
multiple sources (open sources and
The Ebola outbreak our in-country teams) about how
On 23 March 2014 the World Health Organization declared the situation was evolving, to get the
there was a rapidly evolving outbreak of the Ebola virus disease best and most accurate information.
a severe, often fatal illness Our teams assess the risk levels in
in humans in forested certain locations and pose the key
areas of Southeastern questions our clients are asking
Guinea. In August it took what is it that were trying to do for
hold in Liberias capital our people there and how do we go
Monrovia, a densely packed about making it as risk-free as we can?
and notoriously poor city in T h e l eve l s o f s e r v i c e t h e
Complexities posed the Montserrado district. organisation has to provide are
Since the outbreak impressive, from mass evacuations
by an Ebola exposure International SOS has of employees to pre-travel assessment
evacuation: been operating amid the and advice, but the unpredictable
The need for mobile situation at a number environment can sometimes make
isolation facilities of different levels the logistics challenging. Its really
Limited availability supporting clients on the important we understand the medical
of charter and ground, helping maintain and security situation. For example,
commercial flights operations through bespoke a particular challenge is that the
Difficulties planning medical solutions and mobile workforce of today includes
flight routes providing daily updates all nationalities. Its no longer just
Rigorous border on developments in the people from traditional western
crossing requirements region, enabling clients to countries working in Africa, but those
and public health assess the risk and manage from India, China, Syria and more,
authority permissions it appropriately. One of explains Paul. When were asked
Screening procedures the toughest things about to move them out it can be a tricky
and quarantines Ebola is education. At first process as visa requirements vary
Identifying appropriate
receiving care facilities.
28 | Quality World | May 2015

24-29 SOS INT QWmay 2015.indd 28 16/04/2015 13:24

 enormously from country to
country. The Ebola situation
led to several countries
introducing overflight
restrictions, and reduced
landing and refuelling
permits from flights out
of affected countries. All in
all, it is a complex, logistical
environment.
Its also Cultural awareness, along with the human touch, is crucial
when trying to meet clients needs, says Paul. For example
important we air evacuations can, depending on the type of scenario,
take anything from 1248 hours or longer. We aim to be
use the right very transparent on the timelines for an air ambulance
language to evacuation and explain why whether its because its
a daylight-only landing airport or because the aircraft wont
articulate be available for 12 hours due to duty rest times for the
pilots. Our clients are made aware of the details and know
what good what the realistic outcomes are going to be.

Hot handover performance Guiding principles

Providing medical care
and security outside is, as the way
a clients country of origin is
a 24/7 operation. In order
we articulate
for International SOS to key focus
achieve the duty of care
it promises there are two areas can
transmission periods that
have to happen at the drive different
London assistance centre
on a daily basis the
behaviours
handover from the night
to the day team and the
medical teams handover
of the most critical cases (known as the hot handover).
If you think about it from a quality perspective,
weve got a number of cases that are about a specific person
or incident and twice a day our senior team review them,
explains Paul. They review what has
happened in the past 12 hours and
create a plan of action for the next 12
using the information provided. These
daily reviews are an integral part of our
overall quality management process.
Additional inputs are used to assess
its overall quality of service, including
call and case reviews, and end-user
satisfaction surveys. This data helps
the organisation translate clients needs
into how it operates its service delivery.
It tells us what were doing well
and what we need to improve, and how
our translation of either the end-user
or client needs have been appropriately
factored into how we deliver, and how
clients evaluate what we deliver,
says Paul. The organisation uses a
service-driven approach of open
communication and medically led
support, but it can be hard managing
the realities for clients during crises.
Continuous improvement is the cornerstone of the
organisations values and everyone within the team knows
what they need to achieve by constantly reviewing their
outputs. We have an insatiable appetite for improvement
because we know we can always do better. Quality in
a people-orientated business like ours is an interesting thing
to try and manage, and the real service quality metrics need
to be managed qualitatively. At a business performance
level, we take performance data from all our customer
service executives and medical teams, together with our
member data (ie compliments, complaints and survey results),
to assess performance at business unit level. This drives
our overall quality improvement plan, explains Paul.
We also work by a few principles, including assist first
and verify later. We measure everyone qualitatively on
a monthly basis to ensure we focus our improvement
agenda on the most relevant
areas, constantly reinforcing
what great service looks like.
Its also important we use the
right language to articulate
what good performance is,
as the way we articulate the
key focus areas can drive
different behaviours, says Paul.
In this environment, we use
quality management tools in
the language of International
SOS. This means keeping it
simple and focusing on delivery
to our members and clients.
See it
Every year International SOS
assigns medical ratings to
countries by assessing a range of
critical factors. Take a look at its
Health Risk Map for 2015:
internationalsos.com

24-29 SOS INT QWmay 2015.indd 29 16/04/2015 13:24

 Content
everywhere
Out now
More Knowledge
CPD email

30-31 Content ad QWmay2015.indd 2.indd 30 16/04/2015 13:47

 In print Online On mobile
The way we consume content is changing. Using feedback from members,
the CQI has redeveloped its content package to provide you with more content
in more places.

Members can now access the QW archive online or download the digital edition,
find extra features in My CQI, receive the Knowledge email for technical articles,
and read membership news in the Members Update email.

Out now
IRCA More More
Members knowledge debate
Update

Launching
May
CQI Members
Update
Turn to page 13 for the digital highlights

30-31 Content ad QWmay2015.indd 2.indd 31 16/04/2015 13:48

 Knowledge
SYSTEM
THINKING
Optimising one
area in ignorance of
the systemic factors
is at best limited,
and at worst,
counterproductive
32 | Quality World | May 2015
32-33 Knowledge UKAS QWmay 2015.indd 32
Jane Seddon, Chair of Process Mangement International,
explains why system thinking is the key to sustainable quality
System thinking is the cornerstone of the holistic
approach we have used at Process Management
International (PMI) for more than 30 years.
As one of the principles of W Edwards
Demings System of Profound Knowledge it has
proved its efficacy innumerable to businesses we
have helped, but what do we mean by system?
Deming (pictured right) defines the business
as a system as a network of interdependent
components that work together to try and
accomplish the aim. The system has three
essential elements interdependence,
cooperation and critically, a shared aim.
However, in the rush to do we are often
unaligned on the why? Without an agreed aim,
any project, process or system will inevitably
be dysfunctional. The three elements of system
thinking provide the foundation for a well
functioning enterprise, as well as helping to
evaluate its health. They identify sources of
variation, which cause greater cost and poorer
customer experiences, and provide insight into
the behaviours we see around us.
Everything is connected
A traditional Native American proverb states
that it takes a whole village to raise a child. systemic nature of the organisation led to a study
In the same way, it takes a whole organisation
to assure the quality of the customer experience
and productivity of the business.
Whether its obvious or not, everything in
the organisation is related directly or indirectly
to everything else. This is the reason why,
despite numerous projects and functional
improvements, overall performance often does
not improve in long-term. In fact, the numerous
interdependencies within businesses are often
poorly understood and are themselves the cause
of many of the problems. Optimising one area
in ignorance of the systemic factors is at best
limited, and at worst, counterproductive.
System thinking enables an understanding of
the interdependencies and the impact they have,
and allows us to harmonise activities. Only a
robust system can assure predictably high quality
goods and services. A failure in any part of the
business system puts predictable quality at risk.
Uncommon sense
The nature of our system has a profound effect
on the behaviours of the people within it. When
things go wrong the common default action is
to wonder who may have erred. But the system
thinking leader will ask what in the system has
caused the problem and will look at changing
it so its less likely to fail again in the future.
Let me give you an example. The CEO
of one of our clients had inherited a heavily
entrenched performance bonus system and
it had some anomalies. Her awareness of the
of the processes involved in, and affected by,
awarding performance bonuses.
As suspected, the pursuit of bonuses had the
unintended consequence of distorting peoples
activities, discouraging collaboration and causing
distraction from the real needs of the business.
When the processes at play were understood
16/04/2015 13:26
 it was clear that the processes focusing on the
what is in it for me? attitude needed to shift
towards processes focusing on the needs of the
customers internal and external.
Convinced of the ill effects of the system
and the culture it sustained, the CEO scrapped
it in favour of a fairer, more predictable
remuneration. Despite some of the managers
foretelling a catastrophic fall in performance,
the business continued with none of the ill
effects predicted and went on to reach record
levels of profitability.
Was it wrong for the managers to collude it
was an obviously flawed set-up? I would argue
that the distorted behaviours are inevitable and
that its the responsibility of leadership to design
a system that doesnt encourage this kind of
sub-optimisation. The best leadership decisions
are informed by system-thinking habits. The
32-33 Knowledge UKAS QWmay 2015.indd 33
CEOs aim was not to improve the bonus system Better performance
but to enable the business to perform better. is the result of
Exponential benefits better processes,
The ongoing viability of a well-performing and how these
system can only be achieved through systemic processes align
leadership, and it requires a particular kind
of consciousness and behaviour set. Better and harmonise
performance is the result of better processes, towards a
and how these processes align and harmonise common goal
towards a common goal.
The systemic leader will make sure that
everyone in the business understands this
and will lead people towards achieving goals,
increasing the systems capability and ensuring it
is robust. The more we improve the system and
the systemic culture, the more leadership will be
adopted across the organisation as we tap into
the latent abilities and motivations of our people.
thecqi.org | 33
16/04/2015 13:26
 Accreditation
TRANSITIONING TO ISO 9001:2015
In the fourth part of our series focusing on accreditation, UKAS Divisional Director
(Technical) Rob Bettinson explains what IS0 9001 will mean for certification
W
ith more than one million
certificates issued globally,
ISO 9001 is considered the
worlds most widely recognised
quality standard. The current
2008 version of the standard is under revision by
ISO Technical Committee 176 and is nearing final
draft stage Final Draft International Standard
(FDIS). Its expected that the new version of the
standard will be published later this year. From this
point, certification bodies (CBs) will have three years
to migrate all of their clients from the 2008 version
to the 2015 version, before ISO 9001:2008 ceases
to be valid. What will this new standard look like,
and how will it affect both CBs and approaches to
quality management?
A new approach to quality assessment
As the UKs National Accreditation Body (NAB),
UKAS has been closely following the development
of the standard over the past couple of years. It is
apparent that ISO/TC 176 is looking for a change
in the approach to quality management systems.
There is a greater emphasis on both organisational
context and risk management, and a lesser reliance
on documentation. Its vital that certification body
auditors understand the nature and extent of these
changes, so they can be incorporated into the audit
process. If not, then the revision of the standard will
not lead to the improvements the stakeholders have
been calling for.
From UKAS perspective, CBs must be able to
demonstrate their competence in auditing against
the 2015 version of the standard, before this can
be included in their scope of accreditation. In other
words, there can be no automatic upgrading without
CBs being able to prove to UKAS that they both
understand and can audit, taking into account the
new or strengthened requirements.
A smooth transition
To help guide NABs, certified organisations and
accredited CBs through the transition process,
the International Accreditation Forum (IAF) has
published guidance in IAF ID 9: 2015 Transition
Planning Guidance for ISO 9001:2015. In addition
34 | Quality World | May 2015
34-35 Accreditation Reviews QWmay15.indd 34
to highlighting the need for early action, IAF ID
9:2015 outlines that the focus of NAB assessments
should be on the changes CBs need to make,
with primary consideration given to consistent
interpretation of competence, reporting and any
associated change in audit methodology.
During the past six months, UKAS has been
planning the most effective way to manage the
transition. The main aim is to ensure that accredited
CBs are given a fair and equitable chance to
obtain accreditation in a timeframe that suits their
business, recognising the IAF encouragement for
early adoption. As encouraged by IAF ID 9:2015,
UKAS planned transition process does include the
possibility of early adoption. UKAS is currently
surveying its accredited CBs to determine both their
expectations and state of readiness for what is likely
to be a significant transition process.
Its vital that
certification Global consistency
By following the new ISO High Level Structure
body auditors (HLS) and increasing the importance of risk,
understand ISO 9001:2015 will be easier to use in conjunction
the nature with other management system standards, such as
ISO 14001, a new version of which is also due to
and extent of be published this year.
these changes, Whatever the final versions look like, UKAS
so they can be recognises the impact they will have in the UK and
across the globe. It has been in discussion with other
incorporated IAF and European co-operation for Accreditation
into the audit member NABs to aim for a level of global
process consistency in achieving an effective transition.
16/04/2015 13:28

The Lean Startup:
How Constant
Innovation
Creates Radically
Successful
Businesses,
by Eric Ries, Penguin
(2011), 14.99
E T
Eric Ries shares
first-hand
experiences
from the
cradle stages of his
career as a Silicon Valley
entrepreneur, and focuses
on failures and the need
to want to succeed with
new start-ups.
Some professionals
would say that at 35 years
of age an individual might
not have much experience
in the fields of Lean,
start-ups, business and
entrepreneurship, when
compared to many gurus.
Ries has proven this isnt
the case. The book is full
of experience, knowledge
and the drive to grow as
an entrepreneur.
I agree with Ries that
although professionals may
have the entrepreneurial
prerequisites nailed,
there arent enough who
are made aware of Lean
and how it can change the
perspective on start-ups,
If you would like to be a reviewer, email editorial@thecqi.org to find out whats involved.
We value your views and welcome suggestions on books you would like to see in QW.
34-35 Accreditation Reviews QWmay15.indd 35
Reviews: Members deliver their verdict
methodologies, creating a
bigger picture and helping
to succeed when building
the structure and initiating
a way of working smart.
The best quote referenced
is, If you cannot fail,
you cannot learn, which
Ries suggests is one of the
most important lessons in
scientific methods.
Although you have
to be interested and feel
ambitious to read this
book, some areas can be
dry and lose continuity
slightly. However, it is a
useful stepping stone for
people who are early-on in
a career in quality, business
or entrepreneurship.
Joanne Smith, ACQI,
Quality Assurance
Engineer at SPX Flow
Technology
Review it
Who Moved
My Cheese? An
Amazing Way to
Deal with Change
in Your Work and
in Your Life,
by Dr Spencer Johnson,
Vermillion (1999), 6.99
Thinking about
starting a
change project?
If the answer
to that question is yes, then
Who Moved My Cheese? is
a great place to start.
We all have a different
appetite for risks and
opportunities through
change. This title is
different to your typical
business book and is
presented as a parable
story for readers, taking
you along the journey
of four characters two
mice and two miniature
humans each with their
own attitude towards
change when their cheese
is moved.
The book takes little
more than hour to
read and gives some
interesting insights into
change management.
The strengths of the
book are in its simple,
thought-provoking
nature. While the book is
occasionally criticised for
presenting the following of
change too optimistically,
in my opinion this criticism
is only viable when the
book is taken out of its
intended context.
If nothing else, this
book should serve as a
reminder of the human
element of change and the
importance of managing
resistance to change.
Dont expect the most
complicated book in the
world but do take it for
what it is a great way to
explain the human aspect
of change, including
understanding your own
change style. Now, where
did I put my mozzarella?
Hannah Murfet, PCQI,
Vice Chair of the CQI
Next Generation Network
thecqi.org | 35
16/04/2015 13:29
 Recruitment Tel: 020 7880 6215 Visit online at www.thecqi.org

Growth and promotion

These are the reasons why Mott MacDonald is now hiring a BMS auditor/advisor.

You will be auditing and reporting on quality, You will need:

environmental, safety, anti-bribery, information
security aspects of project work and operation
of the Business Management System (BMS) within
the various divisions of the Transportation Unit here
at Mott MacDonald, Croydon.
Other responsibilities:
Delivering BMS awareness training to staff
Involvement in business improvement activities
Providing advice to staff on the implementation of the BMS
Unit BMS records management
Qualications/certicates to demonstrate learning in the roles context
Auditing experience in one or more areas, quality, environmental
and safety
IT skills, specically strong MS Ofce skills and good
communication skills
For a full job description or application please go to
mottmac.com/careers
Last day for applications is Sunday 7 June 2015.
Mott MacDonald operates a BMS accredited to ISO 9001 (Quality),
ISO 14001 (Environment), OHSAS 18001 (Occupational Health & Safety),
BS 10500 (Anti-Bribery) and ISO 27001 (Information Security)
management systems.

Mott MacDonald is an equal opportunities employer.

Sensory Technologist
Greater London
Competitive salary
Quality Systems
Manager
Qualied Person South East England
South East England Competitive salary
Competitive salary

To check the latest jobs please go to www.qualityjobs.org.uk

36 | Quality World | May 2015

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40-41 PMI 5 Mins houseAD 2015.indd 39 16/04/2015 13:31

 5 minutes with
Stephen Beaumont, Hospitality Executive and
creator of the Captain Quality training programme
I created Captain Quality 24
years ago a signature training
programme in service and
communication. I was working
at the Haleys Hotel and
Restaurant in Leeds and thought
the programme could help it
to stand out.
The Captain Quality training
programme focuses on processes,
breaking down interactions and
training all staff to a defined
standard, creating a culture of
service and care.
It enhanced the business because
we weathered the recession,
grew revenue and contained
costs, while enhancing staff
engagement. Quality and
consistency improved and the
hotel won a number of awards.
Leading hotels, private clubs,
spas and resorts are using the
Captain Quality programme.
For the majority, employee
turnover has reduced
and engagement has increased,
resulting in improved guest
satisfaction and profitability.
I started my hospitality career
at The Savoy Hotel in London.
I believe that quality is very
much the cornerstone of the
hotels success.
Image: Stephen Beaumont Photography
40 | Quality World | May 2015
40-41 PMI 5 Mins houseAD 2015.indd 40
Working in a boutique hotel
taught me that hospitality is
about getting the small things
right. Cross-training of staff
is essential to manage payroll
costs and without an engaged
workforce, dissatisfaction can
impact negatively on guests
and profits.
The secret to building
a successful team is the
four Cs of quality clarity,
communication, capability
and commitment. When
everyone understands the goal
(clarity), is involved in two-way
communication and is provided
with the tools to ensure theyre
capable of performing, the result
is a committed team.
Quality has a major role in
governance. Many aspects of
quality become subjective unless
a process is put in place. The
key is to mandate outcomes
while allowing latitude in process
design based on circumstances.
Measure, review and constantly
re-evaluate.
I admire Richard Branson.
He understands the importance
of engaging a team to believe
in a project and becomes so
passionate about it that the
positive energy is contagious.
Read It
How Stephen sold Captain Quality to a boutique
hotel in Yorkshire: blog.thecqi.org
16/04/2015 13:32
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TH FU L
D B TE

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IFC BLOG debate QWJanuary2014.indd 1 15/12/2014 15:45

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16/04/2015 13:50