A quality management system can be as a mill stone.
It can slow your organization down.
It can cost your organization in terms of money and staff resources.
It might be over controlled and contra-productive.
It might become a system because of the system.
It can create umbrella effects and have a bad impact on culture.
Your organization may loose it's agile and innovative capabilities.
So how is this possible?
It's the same standard!
The answer is that by using knowledge management techniques for the introduction of your quality management system,
the knowledge driven system is carrying your organization
your staff will be empowered
changes will be managed on daily basis and won't take any additional energy.
And auditors love it - so will your customers!
International agreed upon standards are a tool to commit to a specific way of working or answering specific requirements.
The time that processes which are controlled and can obtain a quality certificate and still deliver lousy quality is over.
Several techniques such as lean, six sigma, TQM.
Several standards are available: ISO, EFQM, QS, CFR, BRC, TL...
Almost every industry has specific standards.
But when observing the knowledge required on introducing formal quality management systems, the knowledge of the standard itself is very small.
We have experience in the listed standards, and more.
Because key is not the standard itself, but how to introduce it as a living organism in your organization.
A well implemented quality management system is a living thing, continuous improving, continuously driving excellence.
For Any Standard
(QMS, ISMS, GxP,...)
All the reasons valid for a one person company are even more valid for SMEs. Today, most of the 'components' of an SME are scattered around the world, SMEs serve customers worldwide. Having a structure, having a formal quality management system give numerous advantages for the SME and customers.
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All reasons valid for a one person company and SMEs are valid for a large or an investment company: activities are even more divided, more spread globally. Knowledge must be shared among more co-workers, processes are subdivided among more divisions, communication and quality flows must be without any additional effort.
Auditing is an area of expertise on its own.
White Ravens Consulting is capable of leading all types of audits.
Feedback of our 'different' approach is wildly appreciated.
When being audited, for White Ravens Consulting, it is about building trust between auditors and the customers. We also can perform audits ourselves. or handle your audits.
We can help you from guiding audits up-to training your auditors in how to handle audits, to build that trust and act on the 'free consultancy' of the auditors in a way that is positive.
Do you have a challenge with audits? Do not hesitate to contact us!
Change is crucial in an organization.
The change management techniques we use are heart-based.
This means we make sure the staff supports the change and take their responsibility in it.
This means the staff becomes either challengers or believers of the quality management system,
all leading to an continuous improvement bringing your organization to a higher level each day.
Avoid failing change management!
We measure your maturity:
- your knowledge maturity
- your innovative maturity
- your quality management system maturity
...and much more
This means that, when implementing or upgrading a formal quality management system, we know (and don't guess) where difficulties in your organization may occur when introducing the formal quality management system. This is an input which can be used - and which is vary valuable - to introduce or upgrade formal quality management systems. We can tune our change management, and make sure people become challengers or believers, all leading to better quality.
Capturing knowledge is a special skill.
So is doing so in an optimal way.
We know the process capturing inside-out and capture knowledge in the most optimal way.
Depending on the volume, type of process, staff using the process, knowledge maturity we agree on an optimal way to capture the process.
Referring to the picture above: we are very aware of the cost for organizations when claiming staff to capture knowledge from.
So our processes also take this into account.
But there is a nice side effect in process capturing:
We never had a capturing meeting which was not paid back immediately multifold, because of the knowledge unleashed during each process capturing session.
We use specific approaches in capturing processes.
A question is always: a capturing processes costs time - and money.
We can honestly say that we did not have a single capturing meeting that did repay it's cost multifold.
Depending on the circumstances, the most optimal tools are used for the specific assignment in your organization.