ISO9001:2015 uses the Deming cycle of Plan Do Check Act as it's basis, and the 2015 version of the standard really drives forward business improvement through clauses 9 and 10 but how many companies are actually consciously taking steps to identify areas where improvement can be made, and then taking action to drive in those improvements?
Clause 9.1 asks us to consider what measurement and monitoring activities we want to take to address known areas of risk and opportunity. It encourages us to analyse the data we gather and to make informed decisions on the basis of that information. It is backed up by 9.2 (Audit) and 9.3 (Management Review), both of which provide further areas for us to consider how well we are doing and where we have areas which could be improved.
In auditing companies who have really got their teeth into the 2015 standard I am seeing some really positive stuff being identified as improvement opportunities. One company decided to review the accuracy of their quotation process, undertaken by 3 members of staff, to see just how the actual cost of the delivery of work compared to their quotation process. They identified quite significant differences between the 3 members of staff and put in place some measures to re-train and re-focus. Six months later the variation has gone and the business is making more money as a result.
In other cases businesses are struggling to see that these 3 clauses all provide information to aid the improvement process and are losing out as a result. Management review is the key to this but if you only hold your meetings annually you miss the chance to put in quick interventions. Consider increasing the number of management review meetings you hold and really use them to consider all the information you have about your business performance. There could be some surprising areas of 'gain' to be had.

​I have long been of the view that the damage caused by poor PR following accidents and incidents can hit firms far harder than the fines which courts may levy.  Today the news advises that the directors of the failed contractor Ikon Construction are saying that one of the reasons for their demise is an ongoing HSE and criminal investigation resulting from a death on one of their worksites.
 
It is interesting to note that the man who lost his life was not directly employed by IKON but was working for one of its subcontractors.  He fell through a roof on the IKON site, dying from the injuries sustained.   The investigation had spent some time looking at IKON in it’s role as main contractor.
 
It is understood that in statements included in the administrator’s proposals, the firm’s directors said a primary cause of its insolvency was the “adverse publicity” following the death.  In turn this had, according to the Directors, caused uncertainty about the company and preventing them from securing performance bonds on a range of contracts.
 
Having robust safety systems in place is one thing, but the key to successful safety management is driving those right down the supply chain.  I am thankful that ISO45001 recognises this need and look forward to seeing improvements across industry as everyone starts to ‘step up their game’. It’s no longer enough to just manage your own processes, you need to think carefully about the interested parties who can or may impact on you and your company.

Exciting times at the Elliem office as we bring a member of staff on board to help with the admin.  It's already making a HUGE difference, with some exciting work to come!  Welcome on board Ellie!