QUALITY IMPROVEMENT
time to ensure that ISO compliance is being met, he said: “For us it is always important to understand where the business has come from, and where it is going. ISO certification can be an important step on their journey and whilst, for many, it can be a box-ticking process, for DRLC it was important to get real value out of it – goals which we share. After we had worked on the business planning processes, we set objectives which were relevant to DRLC, and which are making an impact on how the business performs. We then undertook an internal audit of the processes to check that all was working as consistently as was intended at the outset. The last step before being audited by the certification body was to carry out a management review. This is often the one time in the year when directors create time and space for a ‘helicopter view’ of the business, and assess what has worked well, what hasn’t, and how can we improve it. This is the bedrock of Continual Improvement, and DRLC now has well- established processes which have been embedded across the organisation.”
Implementing the process Implementing the new expanded Quality Management System (QMS) in the company involved several strategic steps designed to enhance operational efficiency and ensure that DRLC continued to provide consistent Authorising Engineer service quality. The first – securing top management commitment – had already been achieved, as such personnel’s support is crucial for resource allocation and cultural alignment. The next milestone was to conduct a thorough assessment of the current processes to identify areas which are deemed to require improvement. The key to implementing a quality
policy that lasts and improves the way a company performs is to develop a clear and comprehensive quality policy and objectives aligned with the company’s objectives and culture. DRLC thus established a cross-functional team to design and document standardised procedures, using support from Glade Consulting to ensure that these procedures comply with ISO 9001. When these were in place, the Directors of DRLC organised a training day for all staff to educate them about their roles within the new Quality Management System. The key to effective use of ISO 9001 and ISO 14001 is that once implemented they are continuously monitored and measured. Regular audits and performance reviews are the mechanism that allow non- conformities to be addressed in a timely fashion. The key phrase that encapsulates the system is ‘continuous improvement’ – by encouraging feedback and making iterative enhancements based on data and discussion with relevant stakeholders.
David Livingstone says he is delighted
the company is now ISO 9001 and ISO 14001 accredited. He reflected: “We are now running the company using our Quality Manual, which has passed accreditation for ISO quality and environmental. I am hugely proud of the DRLC team, who have worked tirelessly to enable us to be in this position. We decided to employ a Compliance Administrator to check the quality of our client reports, and that is already providing a lot of useful feedback and concomitant improvements. We now regularly review and update the Quality Manual to adapt to changing market demands and regulatory requirements, particularly with the latter – because as compliance consultants we have to be up to date with the relevant regulations. I am sure going forward the process we have gone through will ensure sustained quality and improved customer satisfaction.”
Looking to the future DRLC will continue to utilise the ISO quality system as a foundational framework for maintaining high standards across all operations. A critical component of this approach involves the development and maintenance of a comprehensive reference library, which will house documented evidence of feedback received, along with the corresponding actions taken and their outcomes. This library will serve as a repository for ‘Lessons Learnt’ logs, capturing valuable
Dr Louise Webb
Louise Webb MBChB, MSc Computer Studies, PGCert, Chartered IT Professional, Fellow of the British Computer Society, APMP, is a Director of DRLC, with her partner of over 40 years, David Livingstone. DRLC works with healthcare providers supplying Authorising Engineers in many areas, including Pressure Systems, Water Safety, and Medical Gases.
Louise started her career as a Medical student at Edinburgh University before going on to gain a MSc in
Computer Studies. As a Senior Project manager at BT she project-managed the first Google servers to be installed in the UK.
Louise believes in lifelong learning, and is currently nearing the end of a MSc in Building Services Engineering at Heriot Watt University.
Richard Dolman
Richard Dolman has been involved in multinational manufacturing organisations for over 30 years, having served in a number of operational quality and technical roles within these organisations. Having served time as an apprentice, he has worked extensively within global supply chains, which has seen him leading teams and working with some of the world’s leading businesses. He set up Glade Consulting Services as a way of helping businesses improve through effective implementation of ISO
standards. He is qualified as a Lead Auditor in ISO standards, and says he takes an approach ‘of making systems work’ for his clients.
September 2024 Health Estate Journal 45
insights and experiences from past projects and interactions. These logs will be systematically
reviewed and analysed on a regular basis, ensuring that the information is current and actionable. By examining patterns and trends in feedback, the Directors and delivery teams will be able to identify recurring issues, successful strategies, and areas needing improvement. This continuous learning process will inform decision-making and strategic planning, guiding efforts to enhance service quality. The insights gained from the ‘Lessons
Learnt’ logs will be used to refine processes, develop best practices, and implement corrective actions where necessary. This proactive approach to quality management will not only address existing challenges, but also prevent potential issues from arising in the future. By fostering a culture of continuous improvement, DRLC aims to increase customer satisfaction, boost client retention, and build a reputation for reliability and excellence. Richard Dolman sums this up thus: “In my experience you don’t absolutely need ISO 9001 and ISO 14001 to run a quality organisation which cares about the environment, but it certainly helps.”
Reference 1 Obeng E. All change! The Project Leader’s Secret Handbook. Financial Times Prentice Hall. 31 July 1996.
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