Technical Procedures and Quality Management - Simply Put!

Introduction

In the Marstan Guide "Introduction to Business Management", we said that every organisation needs written procedures which define how business is conducted day to day.

Every business has a set of procedures, whether they are formally recognised or operated by people on “autopilot”. The purpose of technical procedures and quality management is to ensure that things are done well and consistently, regardless of which person carries out the task.

Are written procedures and quality management systems only applicable to large businesses?

No. It might appear to be too bureaucratic to have written procedures for a small business, but it is all a matter of the level of detail. A complex business needs a very extensive set of technical and quality manuals. Imagine the result if workers were sent into a car factory or nuclear power plant which had not been planned and documented. Often, the writing and checking of the procedures acts as the final check that things are safe to run.

In contrast, a small business will have simple procedures. As a minimum, each process should have a simple checklist.

Will written procedures increase the cost of running my business?

No. Quite the reverse. All written procedures do is to state what you do (or should be doing). Carrying out the task is the time consuming and expensive part, whereas writing what you do only has to be done once.

Once written (particularly if some things are in the form of a checklist) procedures save you time every time you carry out each task. Equally importantly, they reduce the likelihood of forgetting things or making errors; both of which cause repeat work, which costs valuable time and money.

What is quality management?

From time to time the phraseology on quality changes. If you research the subject, you will see reference to quality control, quality assurance, quality improvement, quality management and even TQM (total quality management). This is of no concern; just accept that quality can be referred to in a number of ways.

We will use the term “quality management” through this document because this accurately identifies the fact that there are a number of different activities involved in delivering quality and it needs a system to bring them all together.

If we have a quality management system, does that mean we have to spend more money to improve the quality of what we are currently doing?

Not necessarily. There are degrees of quality. For example, cars vary dramatically in cost, but the customers all have a common interest, which is to get from one place to another. However, the size, speed, appearance, additional features and the level of luxury or quality are all a matter of their choice. This determines the price band.

In other words, if you are producing the quality of goods or services that your customers want at the price they are prepared to pay, there is no need to change; you only have to document what you are already doing.

However, the process of documenting and running a quality management system usually leads to some or all of the following:

• Greater consistency, so less complaints
• Less mistakes, so lower costs
• Improved quality, so happier customers
• Greater efficiency, so improved financial results

Are there any other reasons to have a quality management system?

Yes. Many customers (particularly large companies and public sector organisations) need proof of quality management systems in order to put a supplier on their approved list. In other words, they use the presence of a quality management system to differentiate between a large number of suppliers available to them. In other words, if you have no system, you may not be included on as many shortlists and you will undoubtedly get less business.

Customers who think this way will want proof that you have an effective quality management system.

How can we prove that we have an effective quality management system?

There are two things to do in order to provide proof of the effectiveness of your quality management system:

1. Set up a system which complies with ISO 9001
2. Have your system certified independently by an accredited body.

What is ISO 9001?

ISO is the International Standards Organisation. They produce standards of all types and 9001 is the standard for quality management systems (see www.iso.org).

More than 80% of the nations in the world have adopted ISO standards, which gives your customers the appropriate assurance regardless of where they are in the world.

How can I find an accredited body to certify my quality management system?

An internet search “Accredited Bodies, ISO 9001” should give you all the information you need on accredited bodies in your area.

It is worth speaking to 2 or 3 accredited bodies to ensure that the “chemistry” between you is right and to ensure that fees for providing the service are reasonable.

What goes into an ISO 9001 quality management system?

The ISO standard has 4 main elements which need to be demonstrated:

1. Management responsibility

   It is important to demonstrate that there is commitment from the top of the organisation, a policy on quality and a link between the objectives of the business and the needs of the customer.

2. Resources

   There must be a clear demonstration of the way in which capital, people and tools are used and how an effective working environment is created.

3. Product or service delivery

   It must be clear what the customer needs and how the product or service is delivered.

4. Measurement analysis and improvement

   In order to maintain and improve quality, there must be a system which ensures that:

   • The work is carried out in accordance with the procedures
   • Measurements of the outcomes are taken wherever possible
   • Feedback on the efficiency of the system is captured
   • The consequences of the feedback are analysed in order to find better ways of doing things
   • The systems are amended accordingly

   This is known as a “virtuous loop”.

What are the potential pitfalls of preparing a quality management system?

There should be only one guiding principle – Simplicity!

Some people write systems which are more complicated than they need to be and are expressed in language which is more complex than they would use if they were explaining it orally.

Procedures should use as few words as possible and yet explain exactly what needs to be done.

For example, a procedure for dealing with incoming post for a typical office might be as follows:

1. All documents received through the post or by courier delivery will be given to or picked up by the receptionist.
2. Envelopes will be opened by the receptionist and each document stamped with the current date.
3. Documents will be distributed by the receptionist to the addressee or, where this is not clear, the head of the appropriate department.

(There may be other issues such as how to deal with confidential items etc. but the overall direction is clear. People cannot walk past, see their name on an envelope and take it to their desk.)

Where is the best place to start in producing a quality management system?

1. Get a small group of people together and discuss what you are trying to achieve. Again, the key is simplicity. There should be as few people in the group as possible but enough to cover the knowledge of every aspect of the business.
2. Take an inventory of any documents (forms, checklists and procedures) which already exist in the business.
3. Review the quality of the existing documents and take a view of the gaps in order to get a better idea of what you need to do to prepare a full quality management system.
4. Talk to some accredited third party certification bodies to get an initial steer on what you should be doing.
5. Select your preferred certification body
6. Work in conjunction with them to produce a system.

The importance of quality

Remember – no business can succeed in satisfying customers and making a good profit if they do not maintain quality standards efficiently. Poor quality goods or services drive customers away quickly and those dissatisfied customers tell other potential customers.

Quality systems have been around for a long time, regardless of any new terms used by the “quality industry”. Repeat business invariably comes as a result of producing quality goods and services, which results in customer satisfaction.

We will leave you with this quote from the 19th century:

"Quality is never an accident; it is always the result of intelligent effort". (John Ruskin, 1819-1900, English critic, essayist and reformer)