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Building a quality culture

Published: 28 Nov 2022

A quality culture is at the heart of any successful organisation. Consultant and communication coach Lesley Worthington outlines the key building blocks to achieve it.

It all starts with study

Published: 9 Jun 2021

Mitch Beedie, a freelance researcher/writer, suggests a study, decide, plan, do (SDPD) cycle.

Essentials for a safe on-site audit

Published: 8 Jun 2021

Sharjeel Farooq, IRCA Principal Auditor, and Director of Advanced Certifications Pvt Limited in Pakistan, shares his experience and advice on how to hold a safe on-site audit during the Covid-19 pandemic.

Engagement of people

Published: 19 May 2021

Raffat Khatoon Mohammed, CQP MCQI, ISO 9001, 14001 and 45001 Lead Auditor at Qatar Primary Materials Company (QPMC), explains how ‘engagement of people’ helped QPMC to overcome staff and skill shortages during the Covid-19 pandemic.

Serious skills shortage in quality management: Act now


For some time now, quality leaders have been worried about the growing skills deficit in our profession. So when the CQI and our corporate partners got together at a recent event, everyone agreed on the need for action.

Author: Ian Howe
Head Of Commercial Development, CQI
  • Change management
  • The pandemic may not have massively affected the issue, but it hasn’t improved it either. In fact, the situation is set to get worse, which means we have to act now to build talent, diversify skills and encourage the right behaviours.   

    The Covid response

    Like other business heads, quality leaders and their teams have been adapting to working without commuting and being in a traditional office space. This has brought a host of challenges: 

    • Remote management - people managers have had to put more effort into bringing teams together and have invested in specific training in managing teams remotely 
    • Flexible working - the pandemic has blurred lots of edges, so there’s now a balance of activity across the standard working day as well as at times perceived to be ‘out of office’ hours 
    • New staff - organisations have had to adapt induction processes to new joiners during the pandemic, taking account of limited or no face-to-face interaction, which can affect a new team member’s sense of belonging 
    • Digital vs human interaction – while most organisations have significantly improved their IT, they have had to go above and beyond equipment needs to deal with the human side of their, often global, workforce. Online meetings have made interactions more formal, so engagement activities such as social events in the working day are helping to bring back informalities 
    • New ways of working – organisations have recently developed new working practices out of necessity rather than choice, which has left many managers struggling to lead remote teams and processes effectively. However, quality management can help internal customers to think and behave differently and to adopt new approaches  

    Longer term pandemic impacts

    Employers have noted an evolving shift in their employees’ desire for a greater work-life balance, more flexibility around when they work, and reduced hours. This is likely to make resource planning a challenge and will mean having to reorganise work. 

    On top of this, employers are concerned about retaining their people once the coronavirus crisis dies down, especially those staff who have put their ambitions on hold. Restructuring has also reduced options for career development in some companies. A key consideration in these circumstances is actively managing talent to avoid losing it (for example, transferring quality management skills to other functions).

    However, it isn’t all doom and gloom as the pandemic may well increase interest in working in quality management. Who would have thought that roles such as audit, which were once entirely physical, would now be carried out remotely? 

    Professional quality services  

    Employers involved in consulting, conformity, test and inspection services recognise that client expectations have also changed. Many have been able to provide more value through travel time saved and enhanced services such as blended, risk-based assessments. In some sectors, clients have welcomed this trend and regulators have supported it, but in others more conservative regulators have struggled to adapt. 

    Game keepers and poachers

    Sectors like infrastructure, in which skills are in high demand, have been hit by Brexit and a drastic fall in the number of available EU workers. Covid-19 has also knocked some parts of the supply chain, which have seen quality professionals:

    • On furlough and unable to work
    • Filling shortfalls elsewhere and working on contract, at the expense of their professional development
    • Actively moving from contract to permanent roles, within and outside of the profession

    This churn of quality professionals is made more difficult where there is no standardised definition or expectation of competence. In some situations customer requirements include experience and skills which are not available within their supply chains and they are being forced to increase their own levels of supplier oversight.

    Attitude is king 

    The ongoing lack of quality skills is forcing some employers to recruit on the basis of attitudes because they recognise that people’s capacity and motivation to adapt and develop are even more important than skills and experience. This is leading to a “relaxation” in recruitment entry requirements and more emphasis on induction, initial training and continuous development. 

    The long game

    The UK government has left it to industry to build future quality skills, which means we need to come together to agree and action a clear plan that focuses on:

    • Building a compelling career brand - quality management is too often perceived as an old person’s profession. This is reinforced by job specifications that require 15 years’ experience. We need to promote quality as an attractive career, and support profile-raising initiatives such as the CQI’s International Quality Awards
    • Establishing a clear career path – employers in various sectors have developed apprentice and graduate entry schemes and have been fine-tuning their approach. A key learning point has been the importance of providing apprentices and graduates with a sufficient level of support. When employers get this right and give their trainees wide experience and job rotation (6 months being about right), they develop the interest, commitment and skills of their people  
    • Embracing ‘transients’ - employers also need to seize the opportunity to broaden skills outside the quality function by welcoming the ‘transient’ quality professional (ie who goes onto other functions and roles rather than having a life-long career in quality management)
    • Providing learning opportunities – many employers now offer short online learning solutions for quality professionals and others in the organisation and in their supply chain. This offer can also be expanded through other types of training, such as shadowing experienced team members and remote coaching 

    Quality 4.0 in no way diminishes the role of people and the skills involved in assuring quality. Indeed, giving people the skills to apply digital tools and to tell data-driven stories will be an essential part of ensuring quality in the factory of the future. Across many industries, the companies that win in the 2020s will be those that use digital to redefine the meaning of quality excellence, repurpose skillsets and adapt their behaviours in the workplace.

    If you or your organisation would be interested in having a seat at the Corporate Partner round table, visit the Corporate Membership section of our website to find out more. 

    ISO standards in a new world of work


    ISO standards are popular with quality professionals, and for good reason. They provide a common structure, language, and system for organisations across the globe. This supports the development of national and international trade, reducing technical and communication barriers and production costs. Standards also protect workers and consumers. But existing standards have limitations. It’s not easy to see trends in their use. And new technologies, values, and ways of working are challenging established models of standardisation, accreditation and certification.

    Author: Alexander Woods
    Policy Manager, CQI
  • Change management
  • It might seem that the appetite for certification to ISO standards has decreased in recent years. However, in September 2020, ISO reported a worldwide total of 1,357,241 valid certificates against 12 Type-A (requirements) management systems standards. This is only a small increase in percentage terms (3.8%) on the 2018 figure, whereas in 2017, ISO reported a small decrease of 1%.

    While this information may be an interesting snapshot of accredited certification (and you can read our commentary on the ISO survey of Management System Standard Certifications), it’s difficult to draw conclusions about overall trends in the appetite for ISO standards certification.

    In the 2020 survey report, all ISO standards saw the number of certificates increase, but only one (ISO 45001) in significant numbers. Certification bodies don’t have to submit information on the number of certificates they issue to their accreditation body. Several major certification bodies in Korea, Japan, Turkey, the UK and the US, countries that typically report high numbers of certificates, chose not to. So, we can probably assume these numbers do not reflect the total number of valid certificates to ISO management systems standards.

    ISO has also changed the data they collect, which further complicates our understanding of changes in certification over time. Rather than counting the number of sites covered by a valid certificate (which may give a somewhat inflated figure), from the 2017 survey ISO started to count the number of valid certificates themselves. Unsurprisingly, this led to a dramatic drop in the number of certificates which were reported. While the new measure is a much more effective indicator of the use of ISO standard certification, it makes analysis of long-term trends unreliable, at best.

    There are, however, bigger challenges facing standards makers. Current approaches to governance, assurance and improvement, including the system of accredited certification, are being challenged.

    • Standards makers considering the future of ISO 9001 are presented with eight “Future Quality Concepts”
    • Changes may be imminent for ISO 9004, which could challenge the dominance of ISO 9001 and disrupt the long-established accredited certification industry model
    • Organisations are focusing more on environmental, social, and corporate governance (ESG) factors
    • Digital transformation and dramatic shifts in the way we work continue at pace. Quality 4.0 (a term which is much used, despite the principles, concepts and practices are not fully or widely defined) is bound to cause further disruption

    The CQI is currently developing its own working definition of Quality 4.0 that will lead to further work on the practices and tools that quality professionals need to thrive in the future world of work.

    What this means for the future of standards is still unclear. But the CQI will continue to highlight and tackle these challenges by:

    • Developing definitions of Q4.0
    • Contributing to standards which drive value and sustainability in a digitally transformed world
    • Defining the knowledge, skills and values required of a modern, agile quality professional

    The CQI has strong links with ISO and national standards bodies like BSI, as well as liaison status on technical committees for standards which are critical to the quality and management systems audit professions. This allows us to represent member views on the development and revision of ISO standards. Find out more about how to become a CQI, IRCA or corporate member.