Quality & Audit.

Management Systems - Design, implementation and improvement.

Risk based thinking, the Process approach and Plan-Do-Check-Act.

These three concepts together form an integral part of the ISO 9001:2015 standard. Risks that may impact on objectives and results must be addressed by the management system. Risk-based thinking is used throughout the process approach; below shows the typical hierarchy of a management system design:

  • Policy.

  • Processes.

  • Procedure.

  • Forms/templates.

  • Technology/digital e.g. workflow (if applicable)

Roadmaps for achieving certification - Conformity assessment.

We have taken the time to study all the relevant official guidance from the International Standards Organisation (ISO) to include ISO/IEC 17021-1:2015 Conformity assessment -- Requirements for bodies providing audit and certification of management systems -- Part 1: Requirements. This coupled with our experience has enabled us to produce a proven methodology; ensuring we produce an implementation plan for you that is focused on outcomes and therefore fit for purpose.

 

Change control - Ongoing management system support/administration.

Certified management systems require administration to withstand ongoing conformity assessment and continually improve. Systems thinking should be applied within change control, ensuring wider implications have been considered and any opportunities are exploited.

 

Internal auditing - Based on risk and performance.

Here we transfer all our knowledge and experience across first, second, and third-party audit disciplines, along with interpretation of key standards and references from leading institutions such as the CQI & IRCA. We can develop an audit programme, ensuring it holds and is meeting its own objectives which are consistent with strategy and policy.

Second party auditing - Supply chain.

Evaluation of the supply chain can often be health & safety bias; beyond applicable statutory & regulatory requirements and compliance obligations, the supply chain could be further tested against numerous requirements to include specific charters and industry commitments & performance targets etc.

Risk management - Regardless of how many suppliers and or subcontractors there are in your supply chain, business owners and their employees can be exposed to risk created by others. We can provide support; from preparing a ‘modern slavery statement’ to reporting on corporate responsibility; for example, providing assurance that 'conflict minerals' are not being used; and of course, more practical and proactive second party auditing.

Management Consultancy & Advisory.

Maturity assessment and organisational resilience.

We often describe a 'management system' in terms of maturity; in developing your operating model we can use a blend of best practice management tools to identify strengths & weaknesses. For example, in 2017 collaborating with the Cranfield School of Management, the British Standards Institute has created the first index for Organisational Resilience; after piloting its’s reference for a year ‘GPR PS’ are now able to assist in facilitating its use as a benchmarking tool.

Business improvement & change/transformation.

Continuous improvement can be realised in various forms such as breakthrough change and innovation; any initiative that involves time, effort and capital investment should start with some form of business case. Beyond this, we will always use the appropriate level of change management, ensuring all stakeholders are not just identified, but also engaged & communicated with.

Sometimes change is not always for the better; you may be working in a highly regulated environment where, in places, governance and assurance has been duplicated and you are simply having to comply. Here we can help you meet your requirements in the most effective & efficient way; from reviewing organisation design (roles & responsibilities) to underwriting evidence files. 

The word transformation should neither be used lightly nor confused with change; although a transformation can last years it should always be seen as a temporary state, whereas change, can be constant in context of continuous improvement. Portfolio, programme and project offices (P3O) are often an inherent feature within transformation. Based on best practice we can assist in building a portfolio of projects, identifying any opportunities for programmes; ultimately prioritising capital investment, ensuring business cases are sound and return on investment can be achieved.

Contact us for consultancy and advise on how to approach a project or for any ‘ad hoc’ support.

Business Development.

If you work in the public sector responding to pre-qualification questionnaires (PQQ’s) and or tenders, perhaps a review of your responses to ‘business standards’ related questions would add some value; ultimately with the endeavour of taking every opportunity to differentiate yourself from the competition.

Also, if you need certain credentials, such as accredited certifications, for strategic marketing/business development we can provide a health check on how you are presenting yourself; capitalising on their use to demonstrate both governance and assurance. For example, this could be the development of policy around corporate responsibility, and if relevant, supply chain risk management in context of ‘modern slavery’ and the use of conflict minerals.

Policy review.

Across organisations we often see a variety of policy, that is typically, either misinterpreted or poorly implemented. Whether you’re a large multination grappling with governance or a small/SME needing to rationalise your Policy for business development purposes; we can provide a comprehensive review based on best practice. Following this we could provide a targeted audit programme ensuring a consistent approach is then taken, with their implementation, across your business. Beyond this, we can develop a ‘code of business conduct’ for the relevant target audiences such as employees and or the supply chain.

 

Contact us for an example of best practice Policy such as ‘sustainable development’.

Statutory & regulatory/compliance obligations.

If you are a 'named director' you should know your duty of care, especially if you operate in a high-risk environment. Business standards can help design a framework, providing piece of mind that accountability for making others responsible is in place and fit for purpose.

See also 'supply chain' above.