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 problem

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

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 outcome

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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“Statius took time to understand us, then they made ISO9001 very simple whereas other consultants had made it impossibly complicated”

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“This (assignment) has confirmed some things I knew, and that was useful; some things I didn’t and that too was useful. However, most importantly, I guess we all felt a bit uncomfortable at times but now we have a real and robust improvement plan to go forward with.”

Mindset management

“The (performance improvement) work you have undertaken has providing a real opportunity for us to break out of our mindset… I’m just afraid it will stop!”

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“I have to say from a personal viewpoint, since you came on board you have helped streamline and simplify our systems brilliantly, and continue to do so, which makes my job much more straight forward, and I thank you very much for all your efforts...”

Securing new business

“Without the help of Statius and the systems and processes developed we would not have secured £27m of framework agreements and term contracts.”

Changing thinking

“Statius challenged and changed our thinking, without them we would never have changed the business model and we’d be far less prepared for sale.”

Integrated management

“Statius’s hands on approach and genuine interest in the development of the Integrated Management System meant that we successfully achieved ISO 14001 certification (at the first attempt) and we shall rely on their future support as we develop our systems.”