Re-launching ISO 9001 in a security company
Security company uses ISO 9001 relaunch to link their core processes to key performance indicators and in doing so develop a culture of improvement.
The company had been registered with BSi to ISO 9001 for some time but thought that the systems need to be refreshed and updated and they were not happy with the performance of their existing consultant.
The client is a leading supplier of security marking and registration systems for deterring the theft of vehicles and other assets. The services provided also aid recovery and help to identify criminals and combat fraudulent activity.
The approach and the solution
Obviously, the key documentation and the associated culture was already in place, as were the accompanying practices and processes on which the documentation was built. The key issues were:
- The documentation no longer reflected the current activities; the way in which the work worked
- The documentation was “tired”
- The company wanted to re-invigorate the system and the commitment to doing things “right first time”
Statius worked with the senior team and supporting staff to:
- Understand the logical flow of work through the company’s internal value chain
- Document the flow of work as a set of interrelated flowcharts
- Decant the original documentation into the newly flowcharted systems
- Plug the identified gaps
- Link the flowcharts to the various databases, templates and forms used throughout the undertaking of day-to-day business
- Link the flowcharts to key performance indicators for each process
- Develop a set of training documents to support the introduction of the newly revised systems
The revised systems were presented to the BSi at the next surveillance and the company passed with flying colours. Some of the other benefits obtained included:
- The Company has at its disposal a very simple to understand and unambiguous policy and procedures manual that reflect what the Company sees as its ‘best practice’.
- Linking processes and procedures to KPI’s allows changes to be readily identified as improvements (if indeed they were!)
- The culture shifted to one where the management system was used as a driver to improve products, and services, processes and practices
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