Establish and nurture a culture of quality within your organisation with this quality culture training. More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit The slides contain: - How to sustain a culture of quality - Culture of quality and continuous improvement - Culture of quality vision statement

1. Creating a
culture of
quality
20th June

2. Your team today
Kate Armitage
Product Quality
Assurance
Manager
Chris Owen
Services
Director

3. Welcome
Culture of quality
A customer-focused business
Coffee
Leadership as quality advocates
How Standards should help, not hinder
Lunch
Quality health checks
Empowering your employees
Afternoon tea
Operational excellence
Case studies
Round-up
9.00 – 9.45
9.45 – 10.30
10.30 – 10.45
10.45 – 11.30
11.30 – 12.00
12.15 – 13.00
13.00 – 13.45
13.45 – 14.30
14.30 – 14.45
14.45 – 15.15
15.15 – 15.45
15.45 – 16.00

4. Culture of
quality

5. 9.00: Culture of quality
• What is a culture of quality
• Benefits of a culture of quality
• Five building blocks for a culture of quality
• Pitfalls of not managing culture
• Breakout session: What is your organisational culture?

6. Breakout session: Do you agree or disagree?
1. There is a sense that everyone is working together toward the same goal
2. Everyone’s opinion is valid
3. Information is shared on a need-to-know basis
4. We work with our customers in a collaborative manner
5. I am never made to feel like I’ve failed, only that I’ve had an experience I
can learn from
6. There is open communication among all staff levels, and information is
shared with everyone
7. Everyone’s primary concern is that their own work is done right
8. I don’t feel my opinion is valued; the boss is always right
9. Failure and mistakes are not tolerated
10. The focus at work is ensuring that processes work well

7. Culture: The way
things are done around
here

8. Less than 10% of quality professionals said internal stakeholders
are very willing to contribute to quality initiatives
• “That’s for quality”
• “The compliance team should have
noticed and managed this.”
• “That’s not my job.”
• “That’s not the responsibility of my
team”
• “I’m not sure what to do”
Chaotic
Reactive
Defined
Proactive
Pre-
emptive

9. Culture of quality
• Quality has never been so
important
• More pressure from new
technologies, increasingly
complex supply chains and more
compliance requirements
• £238 million less annually fixing
mistakes – companies with highly-
developed quality cultures
(Harvard Business Review)

10. Businesses with
highly-developed
quality cultures spend
£238 million less
annually fixing
mistakes

11. Types of quality
Quality
Planning
Assurance
Control
Improvement

12. A quality culture exists when all
employees seamlessly embed quality
improvement into their daily activities…

13. Five building blocks for a culture of quality
1. Leadership quality advocates
2. Employee empowerment
3. Customer-centric operation
4. Collaborative working is the norm
5. Continual improvement is formal and
structured

14. Culture of quality
Low complexity High complexity
High rate of change Power
Fast-paced or changeable
work but simple and straight
forward.
Task
High-paced work of a unique
or complex nature
Low rate of change Role:
Steady, relatively unchanging
or patterned work of a
predictable nature
Person
Steady work of a unique
nature at the micro level

15. Do a gap analysis
• Ask
• What constitutes an ideal culture?
• What behaviours need to be achieved?
• Who needs to do what?
• Gaps and inconsistencies?

16. You cannot change your
destination overnight,
but can you change
your direction
instantly

17. Breakout session:
• Where are you on your
improvement journey?

18. Customer-focused
business

19. 9.45: Customer-focused business
• Why focus on the customer?
• Mistakes to avoid
• Customer loyalty versus customer
satisfaction
• How to focus on the customer

20. Breakout session:

21. Why focus on the customer
• Leadership quality advocates
• Employee empowerment
• Customer-centric operation
• Collaborative working is the norm
• Continual improvement is formal and
structured

22. Customer Vs operational focus
• Business empowerment
• Hiring
• Staff Training
• Leadership
• People first
• Customer service

23. 10 characteristics of a customer-focused business:
• Quick
• Easy
• Exceed expectations
• Consistent
• Deal with disappointment
• Empower their staff
• Equip their staff
• Spot and remove blockages
• champion their customer champions
• Embed customer-thinking at every level

24. How to focus on the customer
• Leadership quality advocates
• Employee empowerment
• Customer-centric operation
• Collaborative working is the norm
• Continual improvement is formal and
structured

25. ISO 9001:2015 – where does it talk about the customer?
Everywhere!
Clause Title Description
Clause 4 Context The purpose of implementing a quality management system is to
consistently provide products and services that meet customer
requirements and enhance its customers’ satisfaction.
Clause 5 Leadership Top management to take the lead in demonstrating the organisation’s
commitment to its customers and maintain a customer focus. Top
management must address any risks or opportunities that might impact or
enhance customer satisfaction.
Clause 6 Planning Quality objectives must be relevant to enhancing customer satisfaction.
Clause 7 Support Identifying resources needed to enhance customer satisfaction.
Clause 8 Operation The organisation must communicate effectively with its customers,
covering management of customer feedback.
Clause 9 Performance
evaluation
Put in place arrangements to monitor and assess the degree to which
customers believe their requirements for products and services have been
met.
Clause 10 Improvement Seek out and realise improvement opportunities that will better enable
the organisation to meet customer requirements and enhance their
customers’ satisfaction.

26. Breakout session:

27. Leadership as
quality advocates

28. 10.45: Leadership as quality advocates
• Role of leadership
• Importance of leadership
• Benefits of leadership
• Leadership and 9001

29. Breakout session:

30. 67% of GRC professionals
say leadership aren’t
engaged with quality

31. Importance of Leadership
“Leadership aren’t engaged with quality. They do it because they have to,
not because they see the cost-saving potential.”
“The rules are too difficult and boring. Quality brings little empirical
value to the leadership role and they feel like their time is better spent
elsewhere.”
“Leadership see quality as a necessary overhead, rather than a cost-saver.”
“We’re only consulted when something goes wrong – we’re still a bolt-on at
the end of a project, rather than integrated into the business processes.”
“Leadership only want a certificate on the wall.”
“It’s too easy for leadership to have an “over to you” attitude.”
Survey feedback August 2017

32. Role of leadership
• Leadership needs to ensure that
responsibilities and authorities for
relevant roles are assigned, communicated
and understood within the organisation.
• Organisational change Leaders need to
ensure the integrity of the management
system is maintained when changes are
planned and implemented.
• It is the management’s responsibility to
ensure these tasks are planned,
implemented and achieved

33. Clause 5: Leadership
Do your leadership team…
• Inform everyone of the importance of the quality
management system?
• Tell everyone why they should participate in its
effective implementation?
• Ensure the quality policy and quality objectives are
compatible with the strategic direction and the
Context of the Organisation?
• Promote risk-based thinking in respect of their
organisation’s quality management system?
• Make sure the management system achieves its intended
outcome?
• Ensure there are adequate resources to maintain the
quality management system?
• Ensure the effectiveness of the quality management
system?

34. Leadership vs Management
• Management:
• Processes
• Rely on tangible, measurable
capabilities
• Leadership:
• Behaviour
• Strongly on less tangible and less
measurable
What makes a great quality leader?
http://get.eqms.co.uk/skills-quality-career-progression

35. Benefits of leadership commitment
• People will understand and be motivated
towards the organisation’s goals and
objectives
• Activities are evaluated, aligned and
implemented in a unified way
• Miscommunication between levels of an
organisation will be minimised
• A clear vision of the organisation’s
future is established
• Challenging goals and targets are set
• Shared values, fairness and ethical role
models are established at all levels of
the organisation
• Trust is established and fear is
eliminated
• People are provided with the required
resources, training and freedom to act
with responsibility and accountability
• People are inspired, encouraged and their

36. Five key things you need from leadership
• Clear definition of organisational structure,
hierarchy, roles and performance
• SMART Goals and mission
• Monitor performance
• Time to review, every week
• What is your corporate culture?

37. Top tips from peers
The Key Issue Advice Offered
No direct line to
leadership
“The QP needs direct access to the executive team. In larger
organisations, the executive team focus is on commercial effectiveness
and productivity without necessarily addressing the link between
implementation of an effective management system and operational
performance. Be really clear what you want leadership to do.”
Jon Swift, Head of Compliance and Risk at TBS GB Ltd.
Leadership sees
quality as a cost
“You need to demonstrate how quality improves customer experience
and reduces churn. Introduce quality awareness programs.”
Roger Van Beeck – RJS Management Services
Not speaking the
language of the
business
"I trained all my quality staff on business. It isn't about quality - it is
about business. We speak a different lanugage from everyone else and
expect them to understand. I find quality professionals are too focussed
on quality and not on what everyone else is driving forward."
Dr. Patrick Druggan, Ipsen
Not knowing who
is engaging with
the system
“We got Qualsys Ltd to do a health check of our quality management
system. It helped us to understand how effective the quality
management system is to our leadership team.”
Quality Manager – Thomas Miller
Different
objectives /
drivers
“You can win by tightly coupling Voice of the Customer & management
engagement initiatives e.g. centralise actions lists and a complaints
inventory.”
Former member of BNP Paribas Fortis
Lack of tangible
objectives
“Raise awareness of quality and centralise all quality initiatives.”
James Mwathi, KTDA, Kenya
No single source of
truth
“If you do not have a single source of truth, you are not doing your job.
You need a central system to make it easy for your leadership team.”
Paul Isherwood, SHS Drinks
Not
communicating
“Schedule weekly / monthly meetings demonstrating objectives and
results.”
D Morgan, Echo Managed Services
Talking the
language of
leadership
“Many management teams want a certificate on the wall, so you need
to use that to your advantage. Explain how to use the standard to
benefit the company (not the certification body).”
Tommaso Plamitesta, Avanti Performance
Lack of
accountability
“Layered process audits driven from top management allows them to see
acts of non-compliance in day-to-day activity.”
Anon
Defining
Leadership
"Quality professionals need to have leadership abilities (read Daniel
Goleman on Leadership)."
Karl Pallister, Sapphire Ballustrades
The Key Issue Advice Offered
No direct line to leadership
“The QP needs direct access to the executive team. In larger organisations, the executive team focus is on commercial
effectiveness and productivity without necessarily addressing the link between implementation of an effective management
system and operational performance. Be really clear what you want leadership to do.”
Jon Swift, Head of Compliance and Risk at TBS GB Ltd.
Leadership sees quality as a cost
“You need to demonstrate how quality improves customer experience and reduces churn. Introduce quality awareness programs.”
Roger Van Beeck – RJS Management Services
Not speaking the language of the
business
"I trained all my quality staff on business. It isn't about quality - it is about business. We speak a different lanugage from
everyone else and expect them to understand. I find quality professionals are too focussed on quality and not on what everyone
else is driving forward."
Dr. Patrick Druggan, Ipsen
Not knowing who is engaging with
the system
“We got Qualsys Ltd to do a health check of our quality management system. It helped us to understand how effective the
quality management system is to our leadership team.”
Quality Manager – Thomas Miller
Different objectives / drivers
“You can win by tightly coupling Voice of the Customer & management engagement initiatives e.g. centralise actions lists and a
complaints inventory.”
Former member of BNP Paribas Fortis
Lack of tangible objectives
“Raise awareness of quality and centralise all quality initiatives.”
James Mwathi, KTDA, Kenya
No single source of truth
“If you do not have a single source of truth, you are not doing your job. You need a central system to make it easy for your
leadership team.”
Paul Isherwood, SHS Drinks
Not communicating
“Schedule weekly / monthly meetings demonstrating objectives and results.”
D Morgan, Echo Managed Services
Talking the language of leadership
“Many management teams want a certificate on the wall, so you need to use that to your advantage. Explain how to use the
standard to benefit the company (not the certification body).”
Tommaso Plamitesta, Avanti Performance
Lack of accountability
“Layered process audits driven from top management allows them to see acts of non-compliance in day-to-day activity.”
Anon
Defining Leadership
"Quality professionals need to have leadership abilities (read Daniel Goleman on Leadership)."
Karl Pallister, Sapphire Ballustrades

38. Breakout session:

39. How standards help
not hinder

40. 11.30: How Standards should help not hinder
• What are quality standards?
• Why are standards important?
• 9001:2015 Overview
• Benefits of adopting a QMS
• Who uses standards?

41. Breakout session:

42. What are quality standards?

43. Why are quality standards important?

44. The case for better quality management

45. ISO 9001:2015 Overview
ISO 9001 is the internationally recognized Quality Management
System (QMS) standard that can benefit any size organization.
Designed to be a powerful business improvement tool, ISO 9001
Quality Management certification can help you to:
• Continually improve, streamline operations and reduce costs
• Win more business and compete in tenders
• Satisfy more customers
• Be more resilient and build a sustainable business
• Show you have strong corporate governance
• Work effectively with stakeholders and your supply chain

46. Benefits of the new ISO 9001:2015 standard
1. Bringing Quality and Continuous Improvement
into the heart of your business
2. Aligned business
3. Leadership commitment
4. Opportunities as well as risks
5. Governance tool
6. Profitability
7. An integrated approach through Annex SL
https://quality.eqms.co.uk/hubfs/Annex SL.pdf

47. Clause 1 - Scope
The scope sets out the intended outcomes
of the management system. The outcomes
are industry specific and should be
aligned with the context of the
organisation (clause 4).
• Demonstrate ability to consistently
supply products and services that meet
customer and applicable statutory and
regulatory requirements.
• “Output resulting from product
realisation” has been removed to
reflect changes to the definition of

48. Clause 2 – Normative References
Provides details of the reference standards or publications relevant to the
particular standard.

49. Clause 3 – Terms and Definitions
• Details terms and definitions applicable to
the specific standard in addition to any
formal related terms and definitions
standard.
• Main changes:
• Risk
• Innovation
• Management responsibility  Leadership
• Purchasing, Outsourcing  Externally
provided processes, products and services

50. Clause 4 - Context of the organisation
• The context of the QMS and how the
business strategy supports this.
• Clause 4 determines why the
organisation is here.
4.1 Understanding the organisation
and its context: New requirement
4.2 Understanding the needs and
expectations of interested
parties: New requirements
4.3 Determining the scope of the
management system
4.4 The management system:
Enhanced
Context of
the
organisation
Purpose of
the
organisation
Strategic
direction
Intended
results of
quality
management
system

51. Clause 5 - Leadership
Concerns the role of “top
management”: the group of people who
direct and control your organisation
at the highest level.
• 5.1: Leadership and commitment: New
requirement
• 5.2: Policy
• 5.3: Organisational roles,
responsibilities, and authorities:
Enhanced requirement

52. Clause 6 - Planning
How an organisation plans actions to address
both risks and opportunities.
• 6.1: Actions to address risks and
opportunities
• 6.2: Management system objectives and planning
to achieve them
• 6.3: Planning of change

53. Clause 7 - Support
• Get the right resource to the
right people and the right
infrastructure in place
• 7.1: Resources – Enhanced
Requirement
• 7.2: Competence
• 7.3: Awareness
• 7.4: Communication – Enhanced
Requirement
• 7.5: Documented information

54. Clause 8 - Operation
• How to meet customer requirements and
execute plans and processes
• Consider risks associated with a
product or service, customer
requirements, customer feedback, and
any statutory requirements
• 8.1 Operational planning and control
– Enhanced Requirement
• 8.2 Requirements for Products and
Services
• 8.3 Design and development of
products and services
• 8.4 Control of externally provided
processes, products and services
• 8.5 Production and Service Provision
• 8.6 Release of Products and Services

55. Clause 9 - Performance evaluation
• Measure and evaluate your QMS to
ensure that it is effective
• Determine what, how and when
things are to be monitored,
measured, analysed and evaluated.
• 9.1 Monitoring, measurement,
analysis and evaluation
• 9.2 Internal audit
• 9.3 Management review

56. Clause 10 - Improvement
• Determine and identify
opportunities for continual
improvement of the QMS
• 10.1 Non-conformity and
corrective action
• 10.2 Continual improvement

57. Benefits of adopting a QMS

58. ISO 9001:2015 – where does it talk about risk?
Clause Title Description
Clause 4 Context Determine the processes required for operation of the quality
management system and the risks and opportunities associated
with these processes.
Clause 5 Leadership Top management must ensure that the risks and opportunities
that can affect conformity of products and services and the
ability to enhance customer satisfaction are determined and
addressed.
Clause 6 Planning To give assurance that the quality management system can
achieve its intended results, prevent or reduce, undesired
effects and achieve continual improvement.
Clause 8 Operation The organisation is required to implement processes to address
risk and opportunities.
Clause 9 Performance
evaluation
The organisation is required to monitor, measure, analyse and
evaluate risk and opportunities.
Clause 10 Improvement The organisation is required to continually improve processes
whilst responding to changes in risks and opportunities.

59. Who uses standards?

60. Breakout session:

61. Quality heath
checks

62. 1.00: Quality health checks

63. Breakout session:

64. Breakout session:

65. Empowering your
employees

66. 1.45: Empowering your employees

67. Breakout session:

68. Breakout session:

69. Operational
excellence

70. 2.45: Operational excellence

71. Breakout session:

72. Breakout session:

73. Case studies

74. 3.15: Case Studies

75. Diageo case study
• 21,000+ employees
• Disparate locations
• Distinct segments of employees:
• Reducing cost / hassle of producing
defect-free goods
• Emphasis on customer satisfaction
• Local site managers chose campaigns they
thought would appeal to their site

76. Sodexo case study
• Change management
• Obstacles:
• Not invented here
• Time pressures
• Ownership of current solution
• Flavour of the month
• Deployment comes to an end
• Not a one-size fits all approach
• Fast wins, slow wins and failures!

77. Blended learning interventions
• Coca Cola case study:
• Had a problem with QESH culture
• QESH the accountability of the QESH
department, not everybody’s responsibility
• Audits were uncovering issues such as “QESH
should have noticed and put this right…”
• Used live drama in boot camps followed by a
training package

78. Case studies

79. 3.45: Round-Up

80. Aizlewood’s Mill,
Nursery Street,
Sheffield
S3 8GG
+44 114 282 3338
info@qualsys.co.uk

81. Tips
• Ask them to teach you how they do
their role
• Use big data to get buy-in
• Identify common goals using SMART
objectives, roles and
responsibilities
• Involve stakeholders in the data
gathering and summarising process
https://quality.eqms.co.uk/hubfs/Culture%20of%20q
uality%20tips%20from%20peers.pdf