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Quality WorldApril 2016

F L Y I N G

COLOURS

INSIDERAYTHEON: HOW ONE TEAM SOLVED THE PAINT PROBLEM PLAGUING THE GLOBAL AIRCRAFT INDUSTRY

When quality engineer Adam Rae contacted us to pitch a feature idea based on his experience at Raytheon, there was a collective tingling of news senses among the QW team. He spoke of an industry-wide safety issue for aircraft. Through clever use of the quality toolbox, Raytheon is putting quality at the heart of its supply chain. The story begins with technical innovation but the impact is far greater.Robert Gibson

Cover image: Justin MetzQuality World +44 (0)20 7245 6676 [email protected] Twitter: @QualityworldPublished by the CQI. Registered charity: 259678 Content Manager Robert GibsonTechnical Content Executive Andrew HoltContent Creator Natasha CowanContent Creator Dina PatelSenior Designer Ricky ElizabethFreelance Art Director Corey Jackson Advertising Jude Rosset (display) [email protected] Owusu-Darkwah (recruitment) [email protected]

Subscriptions +44 (0)20 7245 6866 [email protected] 11-issue subscription fees UK: £72 Europe: £92 ROW: £110 Print and distribution by Warners Midlands Plc ISSN 13528769. Vol 42 Issue 4

ContentsFrom the editor

thecqi.org | 1

The views expressed in QW are those of the author and do not necessarily represent those of the CQI. The advertising of courses, events, products and services in this publication does not imply that they have CQI endorsement. Reproduction of QW in whole or part without permission is strictly prohibited.

FEATURES

14 Flying colours

Quality engineer Adam Rae explains how Raytheon used FMEA to change the way planes are painted, improving safety and quality in the supply chain

20Unlocking the Northern Powerhouse

Andrew Palmer, CEO of North of England Excellence, reveals his plans for the north and how the

CQI Competency Framework works for business

26 Steps to change

With food quality high on the news agenda, Muddy Boots Software tells Dina Patel how their products are

transforming assurance in the sector

REGULARS

02 News and Analysis

Lasers threaten plane safety, and the fight against food waste intensifies

06CQI and IRCA news

Crucial changes to CQI training, and the Advisory Council election opens

10

Opinion Benefits of BS 11000, and identifying

risk in complex systems

12 Digital highlights

How to make the most of your LinkedIn connections

33 Experts uncut

Looking after all stakeholders through ISO 14001:2015

34Knowledge

Two experts from the University of Wolverhampton introduce CFMEA

39Reviews

The Process Matters: Engaging and Equipping People for Success and

The Negotiation Book: Your Definitive Guide to Successful Negotiating

405 minutes with...

Dr Roger Digby, group technical director at Exova

26

2 | Quality World | February 2016

Visit the Oakland Consulting stand at this year’s CQI

out how you can put quality at the heart of your business.

[email protected] 44 (0)113 234 1944 www.oaklandconsulting.comOakland Consulting LLP, Over 30 years leading quality and operational excellence

Leading quality in the 21st century with Mike TurnerOur Managing Partner will be leading a session on this important subject at the 2016 CQI Conference on 13th April. The session will cover how the role of quality leaders can help their organisation face the challenges of the 21st century. Drawing on material from the CQI publication and a series of interviews with senior quality leaders, Mike will illustrate the Leadership element of the new Competency Framework with case examples and good

IFC_QWApr16.indd 2 14/03/2016 09:27

The news The views The analysisMore than 1,000 NHS patients in England have suffered from medical mistakes so serious they should never happen, according to analysis by the Press Association.

Categorised within the NHS as ‘never events’ because they are so serious they should never occur, they included the case of a man who had a testicle removed rather than just a cyst. In another case, a woman’s fallopian tubes were taken out instead of her appendix.

Quality professionals in the sector have tried to foster a culture of quality and right first time but the challenges are numerous.

The analysis showed: 254 never events from April to the end of December 2015, 306 never events from April 2014 to March 2015, 338 never events from April 2013 to March 2014, and 290 never events from April 2012 to March 2013. Never events include wrong site surgery and retained instrument post operation.

NHS England insisted such events were rare, but the Patients Association said they were a ‘disgrace’.

Katherine Murphy, chief executive of the Patients Association, said: “It is a disgrace that such supposed ‘never’ incidents are still so prevalent. How are such basic, avoidable mistakes still happening? There is clearly a lack of learning in the NHS.”

NHS England insisted never events were rare – affecting one in every 20,000 procedures – and that the majority of the 4.6 million hospital operations each year are safe.

A spokeswoman said: “One never event is too many and we mustn’t underestimate the effect on the patients concerned.

“To better understand the reasons why, in 2013 we commissioned a taskforce to investigate, leading to a new set of national standards being published last year specifically to support doctors, nurses and hospitals to prevent these mistakes.

“Any organisation that reports a serious incident is also expected to conduct its own investigation so it can learn and take action to prevent similar incidents from being repeated.”

Hannah Murfet, CQP MCQI, vice chair of the CQI’s Next Generation Network gave her views. She said: “Right first time is an important concept, especially in critical situations such as aircraft take-off or surgery.

“These reports reference approximately 1,000 failures, however, it is not clear whether they are failures of right first time or if there are several systematic failures.

“In either case, it is important to determine the root cause to work out appropriate corrections to the system, process or people, such as further training.

“Naturally there are human factors in any process, so the more critical the situation the more measures must be considered to prevent human error, from second person checks to checklists, many of which have been implemented by the NHS.

“Systems and standards are important corrective actions to reduce error, but to be effective they must be embedded, lived, breathed and believed.”

306 never events

from April 2014 to March 2015

338 never events


290 never events


More than 1,000 NHS patients suffer serious medical mistakes

News and Analysis

thecqi.org | 3

Roger Horne, CQP FCQI, said the headline figure is just one dimension of a complex story. He said: “The 19 per cent differential in gross earnings is despite a gross hourly earnings differential on full time work of less than 10 per cent. The quality professional should have the statistical competence to look past the headlines.

“The full analysis considers factors such as occupation, whether work is full or part time and age, with a much bigger differential over 40. Gender pay gaps do exist for comparable jobs, so although I think league tables are over-simplistic, I do support transparency in requiring companies to report their gender pay.”

The government has announced plans for a league table ranking large UK firms by gender pay gap. Companies with more than 250 employees will be forced to release their employees’ salaries and bonuses.

The information must be published annually by employers on their website. According to the Office for National Statistics, the overall UK pay gap for full and part-time employees remains unchanged from 2014 at 19.2 per cent.

Education secretary Nicky Morgan said: “Transparency is one of the most powerful tools that we have for shaping behaviour and driving change. This will enable the impact of workplace policies and practices to be monitored.”

The news

However, Dianah Worman OBE, diversity adviser at the Chartered Institute of Personnel and Development (CIPD), said the CIPD are concerned about the use of league tables to highlight problems.

Worman added: “This will likely draw the attention of women to the lower earnings potential they will have to face in forging a career in the science, technology, engineering, and mathematics (STEM) areas, where they are already seriously under-represented.

“It could disincentivise women from exploring opportunities in the very areas government wants to see more women working, in order to remove the gender pay gap.”

The views

The analysis

UK COMPANIES FORCED TO DISCLOSE GENDER PAY GAP

Image: Nicky Morgan, education secretary and minister for women and equalities(Getty images)

2 | Quality World | April 2016 2015 thecqi.org | 3

News and Analysis

254 never events

from April to late

December 2015

News and Analysis

thecqi.org | 5

Reducing food waste is high on the agenda for most supermarkets but Asda has gone one step further by creating wonky fruit and vegetable boxes as part of its ‘Love Food Hate Waste’ campaign.

Knobbly carrots and potatoes are some of the vegetables making up the seasonal boxes, which will be rolled out to 550 stores in the UK.

The leading retailer has reviewed its standards around superficially damaged vegetables after 85 per cent of customers told them they wanted the brand to help them reduce waste in their homes.

As a result of these changes, more than 340 tonnes of carrots and 300 tonnes of sweet potatoes, which would have been binned, have been stocked in Asda stores, benefitting farmers and suppliers.

Fifteen million tonnes of food is thrown away in the UK each year, according to figures by Waste Resources Action Programme.

The viewsIan Harrison, Asda’s technical produce director, spoke about how the vegetable boxes are reducing food waste in the UK. He said: “We’re excited to launch a unique and exclusive wonky vegetable box that is jam-packed with ugly winter veg that not only saves shoppers money but helps farmers get more of their crop onto our shelves.

“However, this range only solves one part of the food waste puzzle. The work we continue to do with our growers to ensure as much of their crop is sold as possible, by flexing specifications, is the golden ticket for farmers.

“The initial reception to wonky fruit and veg has been fantastic and we’ve been eager to take this one step further for a while.”

The news

The analysis

Asda reduces waste with wonky veg boxes

Professor Tony Bendell, CQP FCQI, managing director at Services Ltd and principal trainer at The Anti-Fragility Academy, said: “Wonky fruit is better than wonky management. Product quality standards were never meant to do much more than ensure what we got was fit for purpose, and if we want wonky fruit, then we should have it. After all, standardised identical fruit are boring.

“Other aspects of quality may not be so visible, so classification or withdrawal may be a legitimate idea but we can all see

wonkiness and decide if we care or if we prefer it, particularly when it saves money, helps the farmers and reduces societal waste – it’s a no brainer.

“So why all the fuss? Because like so much in human endeavour, we may not remember why we started it, but boring standardisation of fruit to protect against the imagined customer horror of wonkiness has become a norm. It’s clearly not what the customers want, it’s what the supermarkets thought they should want. So much for choice!”

Image: An example of Asda’s “ugly winter veg”

News and Analysis

4 | Quality World | April 2016

The safety of commercial flights is under threat following a rise in the use of lasers shone at passenger jets.

The Metropolitan Police is investigating an incident in which a plane was forced to turn back to Heathrow Airport because a laser was being pointed into the cockpit. The Virgin flight from Heathrow to New York turned back because the laser was obscuring the pilot’s vision, causing him to feel unwell

There were 252 passengers and 15 crew onboard. According to the BBC, a crew member was recorded telling Irish air traffic control that they had a “medical issue with one of the pilots after a laser incident after take-off”.

A law introduced in 2010 means that any individual shining a laser at an aircraft can now be charged.

A statement from Virgin Atlantic said: “The safety of our crew and customers is our top priority and we apologise for any inconvenience to those onboard.”

Janet Alexander, a commercial airline pilot, said shining a laser beam into a cockpit is “unfortunately becoming an increasingly problematic occurrence”.

She said: “It’s very like a lightning strike in that it’s very instantaneous, very, very bright light, which is dazzling basically.

“And of course if it’s targeted in exactly the wrong way you could permanently damage someone’s sight.”

Aviation security expert Julian Bray said such incidents were part of a game played by aircraft spotters. He said: “There’s a game that some so-called aircraft spotters play called laser tagging where they try and shine their beam onto the fuselage of the aircraft.”

A total of 414 ‘laser incidents’ in the UK were reported to the Civil Aviation Authority between January and June 2015.

British Airline Pilots Association general secretary Jim McAuslan, said: “This is not an isolated incident. Aircraft are attacked with lasers at an alarming rate.”

Paul Naysmith, CQP FCQI, vice chair of the North of Scotland branch, said: “Some media outlets described this incident as the use of a ‘military-grade laser on an unsuspecting civilian aircraft’.

“Compared to the Cold War, room-sized, fantasy device which Goldfinger used to cut James Bond’s weapon in half, today a high-powered laser can fit in your pocket at a low cost, ready for the next presentation.

“The issue is with pointing such a laser at a plane in flight, putting all onboard at risk. I wonder, if this was not a malicious act, would that individual recognise the harm caused and would they change their behaviour? In the wrong hands, with the wrong intentions, almost anything can be used as a weapon.

“As this appears not to be an isolated case in the UK, I believe that as a caring society, preventing recurrence of all laser events can only happen through education and positive reinforcement.”

The news The views The analysis

Flight turns back to Heathrow as laser threat increases

6 | Quality World | 0000 2015

CQI and IRCA news For event listings visit: thecqi.org/cqievents

thecqi.org | 7

Following many months of consultation and development, I would like to inform you about the launch of our new model of CQI and IRCA Certified Training.

Our new model brings together the quality management courses offered by the CQI and the auditor courses offered by IRCA to give you the opportunity to learn relevant, up-to-date knowledge and skills to help you to increase your own value, and that of quality, in the workplace.

Our body of 20,000 quality professionals, industry and employers – through the voice of our growing number of corporate partners – are crucial in this mission.

Both wider industry and our members have clearly indicated the CQI must position quality professionals as key for driving the value of our organisations and identified an ongoing shortage in quality management skills at all levels.

Having established a vision for the profession in the CQI Competency Framework, we are now turning our attention to the vital supply side of learning and development, which feeds the profession and the future skills requirements of industry.

It is vital members have an understanding of the changes to the institute’s approach to learning and development.

All CQI and IRCA Certified Training is mapped against the Competency Framework. This means learning is aligned with the skill and knowledge required by the profession and called on by industry.

The CQI Competency Framework, released in 2014, provides a foundation for driving this agenda by establishing a clear value proposition for employers, supported by five key competences required to deliver value: Leadership, Context, Governance, Assurance and Improvement.

I am delighted quality professionals and organisations alike have embraced this so positively.

Over the course of this year the institute is introducing a new approach, offering a complete range

of courses to support all levels and roles within an organisation, whether in a traditional quality role or not.

As of 29 March 2016, the foundation level courses in this new portfolio were released to our Approved Training Partners who will be delivering the courses.

These courses are for those new to quality or working in a different business area to the traditional quality function. They provide a basic awareness and understanding of quality knowledge, while helping delegates to build their skills.

In June the CQI will release practitioner courses for individuals who are practising quality and aspiring to a middle management position.

Finally, in September we will release our professional courses, for those who are practising quality and would like to aim for leadership or senior management roles.

Individuals who have completed the current incarnation of CQI qualifications and IRCA auditor courses can be confident these qualifications remain valid both in their own right and as evidence of knowledge achievement for membership at the relevant IRCA and CQI grades.

You can also be confident the next generation of quality professionals following you will have access to even better and more flexible learning and qualification pathways, which are closely aligned to the needs of employers. This is an opportunity for you to invest in your future.

Vincent DesmondActing CEO at the CQI and IRCA

Dear CQI and IRCA members,

MoreFind out about our new courses here:

thecqi.org/training

Acting CQI CEO reveals crucial changes to training

April at the CQIThis month we have a host opportunities and events to help you further your professional development.

13 April, the CQI Leadership Conference: Join the CQI and IRCA at the King’s Fund, London, to explore how you can have a profound impact on the future of your organisation and the bottom line.

18-19 April, ISO 14001:2015 Transition: This two-day course will help QSE, QHSE and other multi-disciplinary managers or operating staff who are implementing the standard to plan for the transition and become well versed in the new requirements of ISO 9001:2015.

27 April, Masterclass on fact-based thinking: Quality leaders will learn about fact-based thinking and effective performance measurement at this masterclass created in partnership with management experts Oakland Consulting.

Can you help drive the quality agenda and shape the future of the CQI? If so, we’re welcoming nominations for MCQI and FCQI members to fill two important vacancies on our Advisory Council.

How does it work? A ballot of voting members will be held on 1 July and the successful candidates will be announced on 7 September at the AGM.

The chosen two will join the Advisory Council for a term of three years. The deadline for applications is 3 June.

Who can stand for election?Any voting member for the CQI (MCQI or FCQI) but in order to be eligible, you will need the support of three other members (including at least one voting member).

What does being a member of the council involve?The council holds four meetings a year and you would be expected to attend these. The key roles are:

•To elect and maintain an effective governing body (the CQI Board of Trustees)

•To act as a consultative body and provide advice to the board.

•To act as a fair and equitable arbiter of integrity and ethics

•To ensure the Board progresses the activities of the CQI consistent with the best interests of the profession and it’s stakeholders.

Steve Warwood (pictured right), chair of the Advisory Council, said: “One of my heroes in the business world is the late W Edwards Deming and he once said: ‘people make quality’. The Japanese picked this up about 60 years ago and it has been the golden thread, which has run through my quality journey over the last 30 years.

“In my role as the chair of the Advisory Council, I have really enjoyed drawing upon the talent and expertise of its members.Quality professionals love to preach what they practice and it’s a great opportunity to have that forum to get your views across and to give something back.”

Advisory Council Elections

MoreFind out more about the conference at: cqiconference.org and book the Masterclasses and the ISO 14001:2015 transition

course at: thecqi.org/training

MoreFor more information and how to apply visit:

thecqi.org/acelections2016

“The CQI must position quality

professionals as key for driving

the value of organisations”



CQI and IRCA news

April 2016 | Quality World | 9

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Contact Kevin Brown, CQI Registered Consultant

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Please contact Dan Boland Email: [email protected]: www.iqc.ie

Tel: 00353-1-2040646

Quality World reaches more than 10,000 readers a month, so you are guaranteed an audience of readers who support the CQI’s mission to promote best practice through professional recognition, qualifi cations and training.

If you are looking to advertise then please call Jude Rosseton 020 7880 6217 or email [email protected]

LOOKING TO PROMOTE YOUR PRODUCTS AND SERVICES?

The truth behind

Fukushima

Quality WorldThe magazine of the Chartered Quality Institute

June 2015

p09_QWApr16.indd 9 14/03/2016 09:36

Honda: the power of dreams CQI Gloucester branch explores Honda UK ManufacturingHonda UK Manufacturing, based in Swindon, has an annual capacity of 250,000 cars per year and produce the CRV, Civic, Civic Tourer and the new Civic Type R models.

On 3 February, CQI members from all over the UK came together for a tour of the factory, hosted by the CQI’s Gloucester Branch.

The communications team gave a presentation on Honda’s core values, which stem from the leadership of its founders, Soichiro Honda and Takeo Fujisawa.

Attendees learned about the two fundamental beliefs which are the foundation of the Honda philosophy. First, ‘Respect for the individual’, which empowers employees to nurture and promote individual differences and to trust their colleagues as equal partners. Second, ‘The 3 Joys’, which strives to ensure anyone coming into contact with Honda or Honda’s products should have a sense of joy through experience.

The attendees said: “We all thoroughly enjoyed the Honda tour. I would say that it far exceeded our high expectations.

“The Honda team was very welcoming and provided a comprehensive factory tour.”

The fifth MOD Quality Awards took place on 3 February 2016, at Abbey Wood in Bristol, to celebrate quality and recognise and reward those whose ‘quality approach’ has significantly benefited their organisation.

The quality approach is based on the work the CQI is doing to reposition the profession and is built around the ideas of Governance, Assurance and Improvement in the CQI Competency Framework. The MOD is now using this idea as the foundation of its quality policy, positioning the CQI as a game changer in the industry. Air commodore Mike Quigley (pictured top, right) presented the

awards – he is the defence authority technical and QA, and the deputy head of profession for quality and configuration management. He congratulated this year’s award winners for showing what adopting a quality approach and delivering tangible benefits can achieve.

Acting CQI CEO Vince Desmond said: “The CQI is delighted to support and celebrate the contributions at this year’s MOD Quality Awards, which were for the first time aligned around the CQI concepts of good governance, agile assurance and improvement. The benefits accrued by the MOD and their stakeholders was often inspiring.”

The 5th MOD Quality Awards

Book itFind out about branch events at

thecqi.org/cqievents

Can you help drive the quality agenda and shape the future of the CQI? We’re welcoming nominations for MCQI and FCQI members to fill two important vacancies on our Advisory Council.

Interested? Any CQI voting member can stand but you will need the support of three other members, including at least one voting member. The deadline for applications is 3 June. For more information about the Advisory Council and how to apply, visit: thecqi.org/acelections2016

ADVISORYCOUNCIL ELECTIONS

Derek Scott

Louise Jones

Embedded risk in complex

systems

BS 11000 enhances the role of quality

professionals

he BS 11000 Collaborative Business Relationships

standard is being developed into ISO 11000.

This will have important consequences for quality professionals. It will also utilise the Annex XL-based ISO management system structure and we will all be able to effectively integrate ISO 11000 into the world of ISO 9001:2015. This is exciting for those of us who have been dedicated cheerleaders for this innovative standard.

But who are the cheerleaders for BS 11000? Quality professionals have always seen the benefit of promoting the standard internally and to clients.The processes of project management, quality assurance and client management which the standard embodies show quality assurance is crucial to every part of a business.

BS 11000 helps us deliver and promote quality assurance by linking to the financial, client-

focused language of senior management. Dedicated quality experts that work and think operationally are the ultimate cheerleaders.

Each project is different and this is especially true in the professional services and engineering consultancy world, where there are highly complex technical disciplines. Quality professionals need to think in terms of operational and long-term use, not just about the corporate management system and external audit. BS 11000 has an effective long-term, eight-stage model with an emphasis on risk, leadership and behaviours. This drives overall ISO 9001:2015 implementation efficiency, client management and project value. Non-quality management consultants have their place but the quality professional is the key implementer.

Louise Jones, CQP MCQI, senior quality & collaborative working consultant, WSP Parsons Brinckerhoff

emories are short when it comes to risk. Being used to

thinking more in terms of Six Sigma, it seems difficult to understand that at the height of the financial crisis in 2007, David Viniar, then CFO of Goldman Sachs, said they were ‘seeing things that were 25-standard deviation moves, several days in a row’.

What that shrieks is not that the events were extraordinary, though they were, but that the models used by Goldman Sachs to forecast risk were very far off the mark – a single 25-sigma move is roughly equivalent to winning the lottery 21 or 22 times in a row.

Financial institutions found the paradigms, in which they had constructed their forecasting models, no longer applied once the risk that had built up became apparent.

The models simply could not compute the leverage that had been built up by those who did not have the capital to repay loans.

They also could not compute the multiplying factors that tools like credit default swaps and collateralised debt obligations affected upon the system, hiding risk and rebadging it as an opportunity.

Financial markets froze as fear took hold and the sector was exposed. Therein lies the problem with these risk models – they did not appreciate they were dealing with a complex system, as opposed to a benign system that followed predictable rules. Like the snowflake starting an avalanche, small events snowballed out of control and the models lost all applicability.

With markets experiencing their worst start to a year in history and new risk re-badging tools becoming fashionable trading instruments, I fear these same institutions are making the same mistakes all over again.

Derek Scott, ACQI, project quality advisor, Subsea7

thecqi.org | 11

T M

Opinion

Say itTo have your say on the burning issues or share your thoughts on anything in this edition of QW, email: [email protected] or send your letter

to: The Editor, Quality World, Chartered Quality Institute, 2nd Floor North, Chancery Exchange, 10 Furnival Street, London, EC4A 1AB.


Join the conversation and keep up to date with the latest news and information on quality. Following the CQI and IRCA Twitter accounts will give you our take on the news, covering topics from business improvement, governance, leadership and more.

STAYINFORMED

@Qualityworld@IRCAofficial

FOLLOW US

Visit the CQI website daily to find new articles and features to improve your knowledge of quality. For member-only content visit My CQI (members.thecqi.org), or check out the news section (thecqi.org/news) to read our industry analysis of breaking stories. Look for the yellow action boxes throughout this issue of QW for further reading.

Digital highlights

Featured articles online – members.thecqi.org


Going undercoverCQI Leadership Conference speaker Tim Harford is known as the Undercover Economist. Ahead of his speech at the conference on 13 April, he reveals a fresh take on economics and discusses the lessons of the financial crisis.

ISO 9001:2015 – 15 ways for quality improvementBastine Paul reveals the value of ISO 9001:2015, not only as a standard for quality management systems but also as an opportunity to identify new ways of quality improvement.

ISO 9001:2015 and riskTapas Bandyopadhyay and Chittaranjan Das, from the Government of India, offer practical advice on implementing ISO 9001:2015 in line with risk-based management and discuss how to establish a risk management plan.

LinkedIn is the top networking site for professionals. Last month we discussed how to set up a profile and forge connections with other users to find business opportunities.

Now, our guide will tell you how to make the most of these connections, join groups and find jobs to enhance your professional development.

When making networking connections on LinkedIn you must first search for companies or people you know. You can

achieve this by using the search bar at the top of the page and then clicking the ‘Connect’ button to send a request to connect.

Expand your influenceGroups on LinkedIn provide forums where users can share knowledge, ask for advice and look for jobs.

Each group is tailored to a specific interest, brand, industry or company. Join a group by typing a

keyword into the search bar, such as ‘quality’ or ‘auditing’.

It’s who you knowAnother way to develop your network is to follow company pages, where organisations post content that relates to their industry. Following an organistation’s

company page will give you insights into their profession and updates and ideas from influential figures in their industry.

Your next moveNumerous professionals use LinkedIn to find the latest jobs. Find a job by clicking on the jobs tab and searching a keyword. This could be anything from job title or location to salary.

By making sure you have added relevant skills and achievements to your profile potential employers can easily find you, increasing your chances of being headhunted for your next role.

Who’s following who?In part two of our guide we discuss how to make the most of groups and find a job through LinkedIn

Look out for our guide to using Twitter next month and learn how to knowledge share and set up your profile. Find us on LinkedIn by searching for the Chartered Quality Institute.

@QualityworldTop tweets

Paul Simpson@brand_protect [on NHS quality revolution] It will be a quality revolution only if the right 27 hospitals are in special measures. Confidence in Jeremy Hunt?

Kevin Jordan ‏ @kjordanqualityBooked a place for myself and my quality engineer. Looking forward to another great annual event #CQIConf16

Good Governance GoodGovernInst@‏It is clear that a new narrative is needed around #thirdsector governance. Not barriers but innovation.

Download it Prefer to read QW on your tablet or computer? CQI and IRCA members can flick through the digital version of the magazine online or download it to

read on the go. Simply log in to My CQI at:

members.thecqi.org

FLYING

COLOURSWORDS: NATASHA COWAN

ILLUSTRATION: JUSTIN METZ

150T

m 0.0150 100%

LATITUDE: 51.517402LONGITUDE: -0.11058EASTING: 531194NORTHING:181523GRID REFERENCE: TQ311815UTM REFERENCE: 30U 700467 5711323ALTITUDE: 33 METRES (108 FEET)

GRNBRWNCAMO

JM-ILLO

QW

Airspeed 397Kt

Climb Rate 4500ft

ADDITIONAL PHOTOGRAPHY: RAYTHEON

109


QUALITY ENGINEER ADAM RAE REVEALS HOW HIS TEAM TRANSFORMED THE WAY AIRCRAFT ARE PAINTED AT DEFENCE GIANT RAYTHEON, REVOLUTIONISING THE QUALITY CULTURE ALONG THE WAY

thecqi.org | 15


“KEY ISSUES FOR US ARE PROTECTING OUR REPUTATION AND FULFILLING OUR PROMISE TO THE CUSTOMER”

Innovation is at the heart of the aircraft industry. Cutting edge advancements in technology are crucial for the UK defence sector to do its job and keep Britain safe in times of crisis.

Raytheon is a company built on innovation. Its UK branch works across the defence sector to create the latest military technologies, exporting this expertise to more than 40 countries across the world and setting itself apart as a world-class hub for engineering.

The company was established in 1922 and quickly cemented itself as a game changer in the global defence industry, revolutionising radar technology in the Second World War.

Almost a century later, the organisation is one of the fifth largest military contractors in the world, bringing in £17bn of revenue last year alone.

It can be easy to associate pioneering aircraft design with groundbreaking advancements in engine and drone technology. However, sometimes a simple idea can make a big difference.

The Civil Aviation Authority set the industry the challenge of monitoring the subcontractors taking part in painting the aircraft, after identifying a lack of control in the supply.

Safety is critical and the impact of paint on an aircraft may not seem like a big deal, but mistakes can prove fatal.

An error in painting the wing of an aircraft could damage its integrity, causing a fatal crash. Quality engineer Adam Rae, ACQI, along with his

team at the defence technology giant, rose to the regulator’s challenge and set about making sure their planes were among some of the safest in the industry. By using an innovative quality tool, Failure Mode Effect Analysis (FMEA), the team began to tackle the problems associated with painting their aircraft. They quickly realised that by solving this issue they not only created a better and safer aircraft, they also renewed the organisation’s quality culture and empowered their stakeholders along the way.

Here, Rae gives QW a behind- the-scenes look at how the defence

giant changed i t s p ro c e s s e s for the better.

How crucial was the need to transform your process?“There are very meaningful regulations in aviation, which are ultimately driven by safety.If the structural i n t e g r i t y o f an aircraf t i s

compromised while undergoing maintenance, it can be disastrous for customers and us. The aircraft goes through incredibly intense stresses during take-off, landing and turbulence, so there’s lots of room for things to go wrong.

“Before the plane is even airborne it must go through a thorough certification process and if any defects are found it is deemed unsafe for flight. So our concern was that our aircraft didn’t get certified, which would subsequently delay the schedule. However, there was also the unlikely, but catastrophic, risk that something slips through and it does get certified.

“For example, the flaps of an aircraft are responsible for breaking and reducing the aircraft’s coefficient of drag. During the paint process, the flaps must be stripped to repaint. However, if incorrect methods or equipment are used, their integrity can be affected as well as the aircrafts' aerodynamic effectiveness.”

How did you view this moment as an opportunity in which to help Raytheon excel as a brand? “Our business lives and breathes driving performance excellence, and the release of the airworthiness regulation (CAP 747 Gr No10)

I

"

re-emphasises the criticality of this and instigated us to look at how we operate. We decided to use this as an opportunity to become a frontrunner in industry.

“With the revision of ISO 9001, aviation regulations are also moving towards a risk-based approach, so we decided to use this to become industry leaders in this new chapter.

“I remember thinking: ‘It’s painting an aircraft: how hard can it be?’ Now I know how ridiculous that question was.

“It often helps to look at things simplistically – children can often solve the most complex problems because they don’t overcomplicate the issue.

“Key issues for us are protecting our reputation and fulfilling our promise to the customer. All of our aircraft have a crucial purpose – they aren’t just passenger planes, they’re made for the RAF and must be completed on time so they can carry out their missions. If we get it wrong, it has a huge impact on our reputation and the country. If the airworthiness of a plane is contravened ‘during paint’, it’s grounded until the issues are amended. To resolve this, the plane has to go through a vigorous rework

m 0.0150

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process and we have to explain what has gone wrong and conduct an impact analysis so they know when they will have it back. By transforming our processes we can ensure right-first-time performance.”

What were the biggest challenges? “First, we had always painted aircraft using the long-standing method, so people wondered if the traditional method was really that bad. We then faced the challenge of getting the stakeholders and SMEs on board, and making them understand quality is there to act as a facilitator and conscience. Secondly, we realised we didn’t have a defined best-practice process for painting aircraft. We also didn’t have a method of risk and performance management. So the team worked with the maintenance function to determine what was required and utilising the quality toolbox to go about designing an FMEA.”

Why did you chose FMEA? “It was a way of showing control of the subcontractor, but it also depended on gaining valuable knowledge from our stakeholders.

Images:(clockwise from top) The Raytheon Sentinel; engineers at work; and in the cockpit

thecqi.org | 19

“We pitched the FMEA to the head of quality (Airborne Solutions) by describing it as a predictive tool – it looks at what could potentially go wrong. It showed the regulators the adoption of a risk-based approach and that we were going to do this the right way and get the best results.” How did you improve the quality culture at Raytheon?“Like most quality professionals, we understand how critical culture is for an organisation to thrive. We used the regulation as an opportunity to demonstrate that quality offers much more than audits. We gave staff assistance using our knowledge of quality and let them air their worries and frustrations. This played a role in changing the culture of the organisation by playing an almost therapeutic role so we could demonstrate that we were there to help.

“Worries and frustrations are normal in work life, however, in a safety critical aviation environment, it is especially important to listen to those airing their views. As a quality professional, understanding and utilising the skills and knowledge around you is crucial. We acted as

facilitators and collaborated with stakeholders and SMEs. This improved the quality culture, a s i t m ov e d stakeholders away from the quality control m i n d - s e t o f b e i n g t o l d what to do, and showed we were approaching the s i tuat ion proactively.”

What is your advice for engaging stakeholders?“Empower stakeholders to decide their future rather than telling them what to do and how to do it – they are the experts, not us. We knew it was important to help people feel comfortable enough to air their frustrations, so they could tell us what their concerns were. Acting as a listening point really helped us to get everyone on board.

“We emphasised that they were key for the activity to be a success,

and it would fail without their input. Communication was vital and it brought about a sense of togetherness.

“The thing is, if an aircraft goes down, the business is held accountable and could end up in court and be rigorously investigated. So we all knew we had to work together with them to understand the problems and find a solution.

“The lesson we’ve taken from this is not to sell the techniques as a quality tool, instead, collaborate with stakeholders, and show how they can benefit from the tool because most people aren’t familiar with quality jargon.

“If we spoke about effectiveness, efficiency or agility, we wouldn’t have got anywhere. People don’t want to hear that. We didn’t even use the acronym FMEA to explain the tool – we described it as a different type of risk assessment.

“To truly get stakeholders on board, the benefits have to be made clear, again in non-quality jargon.

“Describe why the new way won’t impact employee workload, t h a t i t w i l l m a k e t h e i r j o b easier, how it works, what it can do and show the collaborative nature

“EMPOWER STAKEHOLDERS TO DECIDE THEIR FUTURE RATHER THAN TELLING THEM WHAT TO DO AND HOW TO DO IT – THEY ARE THE EXPERTS, NOT US”

“WITH THE REVISION OF ISO 9001, AVIATION REGULATIONS ARE ALSO MOVING TOWARDS A RISK-BASED APPROACH, SO WE DECIDED TO USE THIS TO BECOME INDUSTRY LEADERS IN THIS NEW CHAPTER”

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of the approach by highlighting how the process would change the culture for the better.”

Why were workshops crucial for engagement?“We created workshops to bring about face-to-face interaction between the quality team and the stakeholders to demonstrate the tool and then for conducting the FMEA. It brings about a more tangible, personal aspect of things, people can see body language, and you can engage with one another more effectively.

“The workshops were used to demonstrate the FMEA tool. This importantly provided some substance to what we were proposing and showed there was thought in what we were doing. As a result, we broke down cultural barriers and discussed any issues with the regulation.

“We also encouraged everyone to discuss problems or concerns they had with the use of FMEA. And we made sure we had a good laugh while brainstorming solutions.”

How did you drive efficiency?“We developed a best practice process, which became part of the quality management system to ensure we are working with the subcontractor to achieve right first time and avoid rework. We also introduced key performance indicators for constant

performance and risk evaluation. This should benefit our relationship with subcontractors, and decrease the risk and rework within our supply chain – which is fantastic.”

What is the key to your success?“In the past there hadn’t been much of an empowerment culture at Raytheon. We enabled stakeholders and SMEs to utilise their expertise and take control of their own fate. We facilitated them to take ownership of the products and processes. That was really the key to our success and transformed our quality culture to help us add more value to the business.

“The whole project ran smoothly. Everyone pitched in and helped us achieve our goals because they all had a part to play in creating a better process. We managed to bring a lot of people together who didn’t necessarily have interest in what we had to offer before. Now, we are breaking down the hierarchical structures and bridging cultural gaps in the business. We are really proud of what we have accomplished.”


MoreRaytheon is a CQI Corporate

Partner. To find out more about the scheme visit:

thecqi.org/corporatepartners

Image: The Raytheon Sentinel R1 flying high

In the latest of Quality World’s LEADERSHIP SERIES, Andrew Holt asked North of England Excellence CEO ANDREW PALMER about the OPPORTUNITIES

for QUALITY and the NORTHERN POWERHOUSE

Words: ANDREW HOLTPhotography: MARCUS HARVEY

thecqi.org | 2120 | Quality World | April 2016

View from the top

Andrew Palmer took up the role as chief executive of North of England Excellence (NoEE) in October last year, succeeding David Teale, who stood down after eight years in the post. Palmer’s role is two-pronged. Firstly, he is responsible for leading NoEE through a transformational period. To achieve this he will focus on strategic direction, member engagement and developing partnerships across the north.

Secondly, his role is to raise the profile of NoEE through lobbying. He wants to demonstrate how businesses within the ‘Northern Powerhouse’ – chancellor George Osborne’s vision for a collective force to rival London and the south-east – can show they are truly effective and efficient, delivering first class products and services. Palmer faces an exciting challenge and it is one that quality professionals throughout the UK and overseas will follow with interest.

What is your view on the Northern Powerhouse concept?“It brings the north together. Its focus is on activity and on infrastructure developments creating shorter travelling distances between cities. And as long as northern leaders in business and the public sector can work together and create some form of collaborative leadership, identifying areas to show excellence and bring the north together, it will be a powerhouse.

“But leaders have to be bold in what they are asking for. I think they are being bold but perhaps they could be a little bolder. It’s about attracting investment. It’s having the right people and the energy to know what you want and to go and get it. But it also has to be about the sharing of best practice through collaborative working.”

How easy is it for British businesses to embrace quality?“I think there is maybe an excessive focus on the word ‘quality’. It gets in the way of making the broader CQI Competency Framework more visible and understandable. Quality is understood, but not in its broadest sense. A relentless pursuit of excellence in every aspect of the business is a better focus.

“The framework, as articulated, is a good basis for that. The challenge for the CQI, and partners like NoEE, is making it visible and understandable in a way that is appealing and compelling to business.”

22 | Quality World | April 2016 thecqi.org | 23

The Competency Framework

Context: Uses domain and/or industry-specific knowledge to ensure

effective implementation of governance, assurance and improvement

Improvement: Facilitates a cultureof evaluation (both qualitative and

quantitative), learning and improvement, which drives more effective, efficient and agile ways of working to support business strategy, enhance reputation and increase

profitability

Governance: Ensures all organisation requirements are reflected in operational

frameworks, policies, processes and plans, and that these meet all

stakeholder requirements

Leadership: Uses leadership behaviours to maximise influence and develop a culture of

evaluation and improvement

Assurance: Embeds a culture of assurance to ensure policies, processes and plans

are effectively implemented, and all outputs (both internal and deliverable) are

consistent with requirements

ANDREW PALMER

Andrew Palmer trained as a biomedical scientist and started his working career

with the National Blood Authority.

He worked as a business reporter on the Yorkshire Post before joining the Confederation of British

Industry (CBI) in 1999 where he became director for

Yorkshire and Humber, then Scotland. He served as

a board member of NoEE from 2009 to

2012 and became CEO in October 2015.

Outside of work, Palmer sits on the board of national

charity Making Music, is the chairman of Ripon’s St Cecilia Orchestra and is an occasional church organist.

How can CQI members make a compelling case for quality and excellence?“You have to make quality come alive and you have to make quality speak. You cannot do that with jargon and words that you need to read a couple of times to understand their meaning. Leadership is also about understanding your diverse team and how you communicate with the workforce of today. When Deming was around we didn’t have an ambush of words coming at us all the time. Quality needs something that leaps off the page. We should not move away from the words – it is the way we present them.”

What do you think of the CQI Competency Framework as a holistic model for business, addressing Governance, Assurance, Improvement, Leadership and Context? “The framework is entirely consistent with established concepts of quality and excellence, which in itself is a specifically holistic model. I think it appeals to businesses because it’s part of something more fundamental: it’s a combination of ethical, quality and fiscal control, which delivers the very best product and service to customers, coupled with the best return for business.”

Are British businesses and leaders following the thinking behind the CQI’s approach to Governance? “There is still lot of work to be done. Governance is a word that can be interpreted by many as a case of moral or regulatory compliance. Businesses need to think of governance in a much more simplistic way. It is about doing the right thing by all of the stakeholders impacted by the business. I think good governance comes naturally to those who follow that interpretation, but less naturally to those who see it as a necessary evil.”

Do you think there is a good case for all British businesses to have a director of quality or chief quality officer on the board to achieve this strategically? “Quality is everyone’s responsibility but, like safety, it needs a focus. Embedding a quality culture successfully is down to the board and

the CEO to lead the quality initiative visibly. It needs buy-in from the board and the very top of management, with ultimately the CEO being responsible.”

What are your views on leadership in business today? “Leadership has to be at all levels and it is essential for embedding quality within the culture of an organisation. But it is lost as a principle if the CEO is not visible as a leading light. That buy-in from the top is essential.”

How can that theory of leadership be transferred to a day-to-day level? “A good CEO should walk the floor and fully know what is going on in the business. It is about believing in the business and simply walking the walk and talking the talk.

Images: (top to bottom) chancellor George Osborne has a vision for the ‘Northern Powerhouse’; the iconic Angel of the North

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“I think the successful companies have embraced it. These traits are seen in many leaders in businesses in Britain today. Regrettably, there are some that just focus on managing – that is not leadership. Successful businesses are using effective leadership and a clear vision for the organisation of the business. You can communicate it, articulate it and motivate teams to pursue and achieve it. That is leadership. But just managing the process is not embedding the culture.”

Is the framework’s definition of assurance properly understood by business? “It probably isn’t. Assurance is misunderstood in that what is produced and delivered is of acceptable quality, but it is much bigger than that. It is ensuring the whole organisational strategy is well managed and executed. If that is done well, then your assurance is automatically delivered. In short, it has to come alive. These models have to be understood by everybody. It should be understood internally and externally and be embedded fully as a culture, so it is alive to those who work with it and interpret it.”

Is enough being done by businesses to ensure learning and improvement? “I like the idea of restless organisations: those organisations that spend a lot of time on the analysis, the root cause of major and minor failures and the process of continuous improvement. But they are rare.”

How often do businesses fail to understand the importance of their own unique context? “Too often. Prioritising one aspect over others is a product of leadership. Business success is a careful balancing act and understanding the decision making behind all elements of the Competency Framework is part of what effective management is all about.”

H o w wo u l d yo u d e s c r i b e t h e strengths of NoEE?“It’s a pan-northern strategic membership body supporting the leaders of the northern dynamic cities to unlock the barriers to investment and achieve sustainable growth through a collaborative approach to excellence.”

W hat is the biggest issue for NoEE members?“Making the most out of the Northern Powerhouse opportunities. There is also the living wage coming in and, within that, the broader infrastructure debate which impacts on the quality debate, the customer experience and the client experience. Also the fact that an excellent north of England will be competing with Europe and globally.”

And what is your main challenge as CEO of NoEE?“It’s about ensuring that NoEE as an organisation becomes the premier player in the north of England, supporting and representing the leaders of the north to unlock the barriers to growth and investment – through a collaborative approach to driving quality and excellence. By doing that we ensure the north gets the recognition it deserves. This is then replicated across all northern areas by using the unity and passion that exists here so that the Northern Powerhouse becomes a reality.

“The challenge is also about ensuring that our external stakeholders really understand why we are here and what we are doing.

It is walking the walk and talking the talk. I would like my legacy to be that NoEE put excellence and quality at the top of the north’s agenda.”

Looking at your career, what has been your main highlight?“I am particularly proud of leading CBI Scotland through some choppy waters during the Scottish referendum and proving the power of good external stakeholder relationships.

“Honesty, transparency and empowering your teams can really make a difference when you need it to. We had loads of spinning plates [during the referendum]. We had to be honest and we had to be transparent. Looking back now, it was one of the most exciting times in my career.”

Final ly, what is the s tandout l e s s o n yo u ’ ve l e a r n e d a b o u t business leadership? “It is all about having trust. It is all about listening. Be yourself. It is what your teams do and how they cope when you are not in the room and come together in a crisis.”

Images: (clockwise) Liverpool’s Albert Dock; a motorway sign pointing to some of the cities in the Northern Powerhouse; and a train design for HS2

thecqi.org | 2126 | Quality World | April 2016 thecqi.org | 27

he food industry is of huge importance to the UK economy. Total consumer expenditure on food, drink and catering in the UK in 2015 was estimated by Defra to be worth £196.6bn. This made the 2013 discovery of horsemeat in processed beef products, sold by a number of UK supermarket chains, all the more worrying as consumers became the victims of food fraud. ‘Horsegate’ saw companies across Europe, including Findus and Nestlé, recall beef ready meals and consequently an independent inquiry led by food

safety specialist Professor Chris Elliott was conducted. The report highlighted that too often food crime is only identified once the food has been distributed and eaten, which Elliott noted is “too late in terms of risk to consumers and the loss of confidence in food supply networks”. Since the scandal broke, the pressure has been on the food industry to improve processes, gain back consumer trust and improve the industry’s reputation for food safety.

MUDDY BOOTSQUALITYWORLD

APRIL 2016

1 2 3 4

Safe in the clouds At Muddy Boots Software (Muddy Boots), a suite of cloud-based products has been

created for the food supply chain to offer greater transparency, improved efficiency, better collaboration and reduced risks. This is done by notifying retailers immediately of any issues before the produce arrives at their depot and timely, evidence-based data is instantly accessible to all stakeholders to improve visibility on the performance of their supply chain. The collaborative technology at

WORDS: DIN

A P

ATEL

graphic

: COREY J

ACKSON

StepS toChange

The 2013 horsemeat scandal was an embarrassment to the food industry.Now, Muddy Boots Software presents a solution offering better transparency

QUALITYSUSTAINABLE

COMPLIANCE

ENERGY

WELFARESAFETY

approved sourceConnect all members of your

supply chain on a single online platform to drive out rejection

and costs

production

Easily measure, monitor and manage the performance of your sites,

suppliers and products to ensure quality

and integrity

distributionWith total visibility on the

performance of your supply chains, you can remove

areas of ineff ciency and waste

retail

Everyone will have conf dence that you, the retailer, will get your products

right f rst time, every time



APRIL 2016

Muddy Boots enables its clients, which include Marks & Spencer, Morrisons and Unilever, to monitor quality and compliance throughout their supply network. Muddy Boots product development manager Mark Powell speaks to QW about how the software is addressing the complexity of the food industry’s supply chains across Europe and reducing the risk of poor quality products getting into our supermarkets.

“We have four core products and all of our systems are cloud-based. The products work at every level, from grower to the retailer. We are solving challenges around supply chain transparency and client and product performance,” Powell says.

One of the four products includes the Greenlight Quality Control software, which ensures the product being supplied meets the quality requirements of the retailer. In 2015, more than three million items of fresh produce in the UK were quality checked

by the software – an increase of 140 per cent since the horsemeat scandal. The software is used by around 70 per cent of the UK’s fresh produce supply chain.

With the launch of the new iPad and iPhone app for the Greenlight Quality Control software, Waitrose has been able to save two minutes per inspection, which amounts to 71 days per year.

Waitrose quality technologist Trevor Patey said: “My colleagues

and I have found the Greenlight Quality Control iPhone app really useful in terms of saving time and dealing with issues

quickly. We always have our phones in our pockets, so if we’re ever in the warehouse and spot something that needs addressing, we can do so immediately without having to retrieve our iPads or tablet devices from the office.”

As the software is cloud-based, all the data is synced immediately, which means there is no duplication in data entry, no delay in sharing the information with other stakeholders and none of the data is lost.

Improving transparency Al though the company i s l a rge l y UK-based, Muddy Boots has customers in more than 40 countries, with 100 members of staff based in the UK office and offices in Australia, Kenya, New Zealand and Germany.

A team of 15 people, made up of developers, testers, business analysts, product owners, project managers, and a user experience team all play a role in designing the Greenlight Quality Control software. An in-house support team also works in every Muddy Boots office.

In the 1990s, Muddy Boots initially focused on crop management systems until there was a growing need from its clients, which included growers, packers and people packing their own products, for quality and traceability solutions.

Images: (left) Mark Powell, product

development manager, and (below) Chicory

Crops in Ross-on-Wye, a Muddy Boots client

“IN 2015, MORE THAN THREE MILLION ITEMS OF FRESH

PRODUCE IN THE UK WERE QUALITY CHECKED BY THE

SOFTWARE – AN INCREASE OF 140 PER CENT SINCE THE

HORSEMEAT SCANDAL”

“WE ARE SOLVING CHALLENGES AROUND SUPPLY CHAIN TRANSPARENCY AND CLIENT AND PRODUCT PERFORMANCE”



APRIL 2016

The company then set out to identify five key problems its stakeholders faced in their day-to-day work and how the cloud-based products could help. The problems identified were: budget cuts, costly errors, difficulty accessing supplier compliance information, lack of transparency in the supply chain and time consuming data collection.

Powell says the horsemeat scandal also helped to drive some of their solutions and highlighted the significance of ensuring food quality: knowing where the food comes from, and safeguarding the integrity of the people and the organisation supplying it.

By consulting quality professionals during the development of the software and using beta environments – which allows the exploration of new features before they reach production – Muddy Boots was able to ensure its products were suitable for the quality inspectors using them.

Getting the greenlightPowell, whose role involves ensuring the company is making the most of the latest technologies, said it is important

to give value to the retailer by inviting feedback to help refine the software. One of the highlights of the software for Powell is the central store for data, which allows clients such as Morrisons, the fourth largest retailer in the UK, to view the site, supplier and product performance. Retailers can see the best and worst performing suppliers, find out if certain produce is seasonal and the country of origin.

According to Powell, significant changes have been noticed in the food sector since the launch of the Greenlight Quality Control software. “Retailers are more conscious about the importance of being able to demonstrate quality and compliance, and to maintain the highest reputation possible.

“The supermarket sector in particular is very competitive and so the most important thing for retailers is to be able to show your customers that you are supplying quality food and you are operating in the most diligent way possible,” he says.

Prior to Muddy Boots’ centralised system, paper-based specifications were printed out and changes to the specification would require obtaining a copy, printing it again, and sending it to the quality control officer.

This would cause delays and often meant products were sent out under the wrong specification. Powell says there are now quality professionals using the system at every point in the supply chain, building specifications and analysing results.

Muddy Boots has also built interfaces with equipment used to check products, such as its Fruit Texture Analyser (FTA). Previously, quality inspectors would use a FTA machine to take a reading on the firmness of a fruit, which then had to be manually typed up. Now, the FTA is integrated into the Greenlight Quality Control software, which not only

speeds up the process but also mitigates the risk of false recording through mistyping. The software will then automatically average the readings and validate that they are within the threshold defined by the product specification.

Powell says the practical benefits of this integration are huge because it significantly speeds the process up. The time saved in this procedure could be around two hours per day, per person, and the mitigation of human error means that product quality is recorded accurately, providing the retailer with the confidence that the produce meets their standards.

Protecting reputationsThe company was able to sell the idea to retailers by promoting the benefits, which include encouraging stronger relationships along the supply chain, reducing waste by decreasing the amount of food rejected at the depot, reducing admin and the duplication of data entry and, perhaps most importantly after horsegate, demonstrating an efficient quality checking process to the consumer.

During the E Coli outbreak in 2011, Muddy Boots’ clients were able to validate

that none of their produce was sourced from the locations affected. As this information was easily available in one centralised location, retailers were able to communicate to consumers quickly that their products were safe.

Another Muddy Boots product is Greenlight As se s sment s , wh ich allows auditors to schedule and complete audits to measure and address the performance of a retailer’s supply chain.

Wi t h t h e l a u n c h o f t h e G r e e n l i g h t Assessments iPad app, data collection is now

portable, it removes duplication of data entry and audits can be completed without a computer. Unilever currently uses Greenlight Assessments to enable its suppliers to self-assess themselves against Unilever’s

Code and identify areas for improvement. Marks & Spencer also introduced its own standard called Field to Fork in 2003 and used Muddy Boots’ software to enable data to be gathered through a mobile device that prompts and disciplines the assessment process. As with any cloud-based system, there will always be challenges with internet connectivity, particularly in remote parts of the world. Powell says this is something Muddy Boots is improving all the time and

the company has seen it become less of a factor. Specifications for food differ across the globe but Powell explains that the

software is designed to be configurable so that retailers can set up their own standards for their supplier base to follow.

As Defra’s budget was cut by 15 per cent last year in the Spending Review, Powell says Muddy Boots has continued to help its customers save money by working more efficiently and mitigating risks. Powell says financial pressures create the temptation for companies to ignore certain processes that can have an impact on food safety.

He says: “We just need to remind them that if there is one thing they really need to cherish, it’s the stages they go through in order to ensure food safety. If they take short cuts it can have knock on effects and that has longer-term cost implications.”

Global reachThe company already has a client base in Kenya and South Africa, where farmers use Muddy Boots’ Greenlight Grower Management software. This allows them to quickly access, record and share field activity from any location. Information can also be shared with their customers to deliver confidence that the crop meets their protocol.

Powell says he is certain the company will be moving to other regions as well: “We’re only scratching the surface of the global food industry. This year we will be seeing a lot more activity in Europe – in Germany, Belgium and Austria. If you were to pinpoint our different locations and different areas of operation you will see there is a blank space in the US, so it makes sense for us to look at that area.”

With food safety stories spreading across the US, the most recent concerning the discovery of wood pulp in parmesan cheese, a Muddy Boots intervention seems long overdue.

According to Professor Elliott, the serious end of food fraud is organised crime, and the profits can be substantial. However, with the power to monitor quality and compliance throughout the supply chain, Muddy Boots may just have the solution to winning back consumer trust and promoting the interests of honest and hard-working food businesses.

Images: (clockwise from top) muddy boots at Chicory Crops; fruit checks taking place; and the Greenlight Quality Control software in action

“WE JUST NEED

TO REMIND [CLIENTS]

THAT IF THERE IS ONE THING

THEY NEED TO CHERISH, IT’S

THE STAGES THEY GO

THROUGH IN ORDER TO

ENSURE FOOD SAFETY”


Knowledge

Change is inevitable and organisations need a reliable, valid, pragmatic and successfully proven tool to help to assess and improve organisational readiness for change. Until now this need has not been met.

The solution to this problem is a new tool called Culture Failure Mode Effect Analysis (CFMEA).The tool offers a structured approach and is the result of extensive operational research.

It has enabled us to establish key factors for successful improvement change management, define the required level of their maturity and establish a structured approach to help businesses measure and improve their readiness for change.

THE SUCCESS OF IMPROVEMENT

A novel approachCFMEA is a new and unique approach, based on the same core principles as the well-known and successful FMEA. However, CFMEA concentrates on the organisational culture and change implementation process in an organisation.

It measures the elements directly responsible for the success of change management (see criteria) and at the same time offers a structured way to develop and prioritise a departmental improvement plan.

CFMEA provides a method for assessing the cultural weaknesses and the potential effects of change implementation process failure.

The five steps to CFMEA: • Step one – introduction of CFMEA• Step two – CFMEA survey and gap analysis• Step three – CFMEA process• Step four – implementation of improvement• Step five – progress review.

The steps should be conducted consecutively and start with the identification of the specific failure modes. This step is vital because it provides a foundation for defining future improvement plans later on in the process. The failure effect helps to explain the problem at individual, team and departmental levels, and is rated according to severity.

The key to a successful improvement plan is a clear understanding of the root cause of failure and an appreciation of the frequency of failure helps to explain the scale of the problem. A review of what is available to mitigate risk and a final rating to show the probability of failure being detected, before the impact of the effect is realised, is summarised in the assessment part of CFMEA.

Edyta Oborka-Kowalczyk and Kevin Kibble explain how a new tool, CFMEA, could transform organisational culture

CA given rating for the

severity of a problem, its occurrence and ease of detection gives a way of determining the risk of change failure and identifies an order of improvement through recommended actions.

Winning resultsCFMEA has been applied successfully in three distinctly different organisations. First, a customer relationship

“After the implementation of CFMEA, team working improved, understanding within teams was improved and the output fed into a restructure that addressed some of the issues”

management (CRM) project at British Gypsum – a UK leader in construction products. The company found that by implementing CFMEA, the perception of communication and team working improved by 50 per cent. CFMEA was also used during a continuous improvement programme at International Tube and Fittings company – the largest independent suppliers of steel tubes and fittings in the UK. Employees assessed the tool and found overall maturity of the culture improved by 55 per cent. A workforce programme at Nottingham City Council used the tool to support the organisational vision. As a result, the perception of

the systems and processes improved by 37 per cent.

The IT infrastructure manager said: “After the implementation of CFMEA, team working improved, understanding within teams was improved and the output fed into a restructure that addressed some of the issues.”

The results from the International Tube and Fittings company show the employees’ perspective of the CFMEA and as the employees are the users, facilitators and executors of the programme, this is the only true reflection of the tool.

The supervisor of the fittings team, said: “CFMEA is a brilliant way of doing things...We work more like a jigsaw now, we work more as a team, not like individuals.”

CFMEA enables prioritisation in a clear and logical way, solving ‘culture communication’ problems and their cause and effect. It helps to quantify a culture change, and crucially it empowers employees to take part in improvement change in a structured way. After all, the employees are crucial for the success of any organisation.

Edyta Oborka-Kowalczyk is author of CFMEA Methodology, researcher at the University of Wolverhampton and performance manager at Saint-Gobain Construction Products UK. Kevin Kibble is professor of Materials Engineering at the University of Wolverhampton.

Culture Failure Mode Effect Analysis – the assessment criteria

• Mission and vision

• Motivation

• Systems and processes

• Support for innovation

• Leadership

• Communication

• Team working

• Conflict resolution

• Commitment

• Reaction to change

• Adaptability to new situation

COMPANY’S STRATEGIC PROFILE

COMPANY’S TACTICAL PROFILE

COMPANY’S OPERATIONAL PROFILE

thecqi.org | 35

Jyotirindra Nath Dutta, IRCA technical assessor and president at Jentek, explains how ISO 14001:2015 can support environmental responsibilities

On 12 December 2015, 195 nations agreed to address climate

change by supporting the Paris Agreement. The agreement aims to restrict a global temperature rise to two degrees and to work towards the goal for zero global greenhouse gas emissions.

With environmental issues so high on the agenda, no business can afford to fall behind when managing their share of such an ambitious mission. One way companies can achieve this goal is by becoming ISO 14001:2015 certified to show they have been independently audited.

ISO 14001, a standard for environmental management systems, enables an organisation – regardless of its size, location, sector or industry – to identify and manage the environmental aspect of its activities, products or services, to improve environmental performance and to systematically set objectives and targets.

ISO 14001:2015 was revised from ISO 14001:2004 and was published on 15 September 2015.

Organisations can now use the standard to conform to established environmental policies. Requirements of the standard can be incorporated into any environmental management

Experts UncutISO 14001:2015: MITIGATING CLIMATE CHANGE

system, the extent of which depends on factors such as the organisation’s industry, environmental policy, products, services and location.

ISO 14001:2015 covers context of organisation, leadership, planning, support, operation, performance evaluation and improvement.

Changes to ISO 14001:2015

• Enhanced leadership engagement and commitment• Proactive initiatives for environmental protection• Life-cycle analysis, including upstream and downstream supply chain, considering each stage of the product or service, from development to final disposal • Expanded legal compliance requirements• Need for risk-based planning and controls• Changes in competence and awareness • Impacts on internal audit • Improving transparency, knowledge, control and management of supply chain.

Existing ISO 14001:2004 users may transit early to the new standard and get ahead of the 15 September 2018 deadline. The benefits of ISO 14001:2015 include increased efficiencies in using energy, raw materials and

resources, reduced waste and costs, the mitigation of environmental risks and increased compliance with environmental regulations.

The standard also increases stakeholder and customer trust, it improves environmental performance and, as a result, enhances the organisation’s reputation, especially high profile businesses that attract public and media interest.

As the global share of ISO 9001 and ISO 14001 certifications grew by one per cent and seven per cent respectively, 2015 editions surely provide both standards a fresh lease of life.

“ Existing ISO 14001:2004 users may transit early to the new standard and get ahead of the 15 September 2018 deadline.”

Quality roles and responsibilities

Quality tools and techniques

Management system standards

Gain skills in one and two-day training courses, delivered by the CQI in London: thecqi.org/training

Recruitment Tel: 020 7880 6215 Visit online at www.thecqi.org


HSEQ Manager:The HSEQ manager role is to manage and maintain the Combined Management System CMS (for Health, Safety, Environment and Quality processes and procedures, in accordance with ISO 9001, 14001 & 18001 approvals). The HSEQ manager will have overall authority over the offi ces that make up the UK Group of the Mistras organisation and is responsible for ensuring the quality and accuracy of the company CMS system. The HSEQ manager will require a recognised safety and environmental qualifi cation (diploma level or equivalent) and should hold an auditors qualifi cation and experience in ISO 9001, 14001, 18001. NEEBOSH diploma in Occupational Health and Safety qualifi cation preferred to level 3 / NVQ level 4/5 Occupational Safety and Health Practice. / IMEA preferred.

HSEQ Manager Responsibilities:• Provide Legislative and regulation advice to the Mistras Management team on all matters relating to HSEQ• Liaise with registration bodies, customers and suppliers as necessary to resolve problems.• Responsible for maintaining quality accreditations for ISO 9001, ISO 14001, ISO 18001 and ISO/IEC UKAS 17020, ensuring

periodic audits are scheduled to ensure ongoing compliance.• Maintain the management system and identify and implement initiatives to improve it including all procedures, processes,

safe systems of work, off ering support and advice on Risk Assessments, Method statements and COSHH.• Ensure all offi ces are working in a standardised approach to the quality standards and service delivery established by the

senior board.• Establish the minimum standard of HSEQ qualifi cations required by area offi ce representatives, manage and maintain

quality training requirements for offi ce representatives.• Overall responsibility/ authority for all incidents and accident investigations.• Advise the group on legislative and regulation updates, ensuring all QMS documentation is kept up to date as required.

Essential experience requirements:• Proven experience working in a Safety and Quality management role in manufacturing, construction and/or oil and gas

industries• To have a successful track record of working with the HSE, auditors and professional bodies • Ability to build relationships and infl uence people at all levels• To have developed and run a system such as ISO 9001, 14001 & 18001 through accredited bodies.• Preferred experience with UKAS auditing requirements in relation to ISO/IEC 17020:2012.• To have experience of risk management and crisis management.

How to Apply:Please email [email protected] or call Emma Brown +44 (0)1954 231612

HSEQ MANAGERMISTRAS Group is one of the world’s largest suppliers of asset integrity and inspection services. Operating throughout the UK as MISTRAS Group Limited, we specialise in providing innovative asset integrity solutions for the Oil and Gas, Petrochemical, Nuclear, Renewable and public infrastructure sectors for all projects. We also off er enhanced services that include asset monitoring, engineering services, advanced and conventional NDT.

www.mistrasgroup.co.uk

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April 2016 | Quality World | 37

RecruitmentTel: 020 7880 6215 Visit online at www.thecqi.org

Join us in pushing the boundaries of medical science. Learn more at www.astrazenecacareers.com/northwest

Excellent career opportunities for Quality professionals in the North West.

Quality on a global scale

To target or recruit over

10,000 quality professionals contact...

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Philip Owusu-Darkwah020 7880 6215 [email protected]

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Head of QualityGreater London

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p36-37_QWApr16.indd 37 15/03/2016 15:56

The Process Matters: Engaging and Equipping People for Success, by Joel Brockner, Princeton University Press (2015), £19.95

hen I first started reading this book I did not think

I would be able to finish it. I initially thought the book was about process management and I did not like the style or subject. However, I persevered and by the end of the book I felt I had gained a lot from it. The book is all about how you can get people on your side when introducing business changes, particularly when the change is not going to be good for the employee.

What I liked about the book was it really made me think about how employees would react to an unfavourable change project. I thought about projects I have managed in the past, which ignored this important aspect and I’m sure it added to the detriment of the project. However, I’m not sure how the methods discussed on

how to avoid problems in this area would go down with UK employees.

Throughout the book, research projects were used to illustrate discussion from no less than 327 different researchers. Most of this research offered a very poor illustration for the point being discussed and was often undertaken in the wrong situation, for example, with college students. More relevant examples would have improved the author’s style.

Overall though, it was worth reading and it opened my eyes to a very important aspect of project management.

Dr Thomas Rose, CQP MCQI, process improvement researcher at Busyfish

Reviews: Members’ views on the latest literature

Review itIf you would like to be a reviewer email [email protected] to find out what’s involved.

We value your views and welcome suggestions of books you would like to see in QW.

W

The Negotiation Book: Your Definitive Guide to Successful Negotiating, by Steve Gates, John Wiley and Sons (2015), £12.99

ates asserts that not much has changed about how people and

companies have negotiated during the last decade, but there has been a rapid change around what they are negotiating about and the value attributed to time, risk, convenience and information as technology has progressed.

He says negotiation is a necessity, a process and an art, that the biggest challenge is not to learn about negotiation, but to rethink what we already believe about negotiation and ourselves.

Gates explains the importance of planning and understanding the psychology, tactics and behaviours of negotiation, and he suggests how to achieve successful win–win negotiations. The real pull of this book is it is very readable. It drew me in

and made me want to read more. It doesn’t try to be an academic text, but instead, a go-to book for how to negotiate. I especially enjoyed the chapter ‘The Fourteen Behaviours That Make the Difference’. The chapter sets out the golden rules for what you need to do when negotiating, which is very enlightening. I also enjoyed the section on the tactics deployed in negotiation, from ‘information’ through to ‘deceit’. Overall, this is a really enjoyable book and Gates gets his points across in a succinct way. It has certainly given me food for thought!

Chris Morgan, CQP MCQI, group compliance director at ESG

thecqi.org | 39

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Lean Six Sigma Foundation Green BeltThis single-module, five-day programme provides a thorough understanding of the fundamental tools for delivering Lean Six Sigma improvements.

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Lean Six Sigma Online Yellow Belt This online course is an accessible way to learn about the tools, methods and benefits of business improvement and Lean Six Sigma.

Green Belt qualified elsewhere? Want to make the move to Black Belt?Become eligible to complete a PMI CQI Black Belt Conversion course by taking a series of FREE preparation modules – all included in the price of our conversion course. Six Sigma Black BeltThis two-module, 10-day programme develops the specialist Six Sigma and statistical skills needed to operate at the forefront of Six Sigma and operational excellence.

The Change LeaderThis module teaches delegates how to drive change effectively in their organisation and the soft skills needed to manage relationships.

Process Management for ManagersThis two-module, three-day programme explains how to improve continually an organisation’s processes using improvement methodologies.

Master Class ProgrammeWhether it’s to support your own professional development or to be inspired by what is possible, you’ll find our expert-led master classes thought-provoking, rewarding and energising. Lean Six Sigma White Belt Webinar ProgrammeWhether you’re looking to refresh your skills or want to introduce a member of your team to improvement, these 6 interactive webinars are a great way to access the topics covered in our Lean Six Sigma training. Lean PractitionerLearn about the art of Kaizen improvement and a structure that tackles problems quickly and effectively. The end result is the elimination of waste in the system.

Lean ExpertUnderstand how to address complex business issues, assess the whole organisational value stream, and become equipped to deal with simultaneous and multiple customer demands with this highly practical and interactive course.

Getting the Best out of Implementing ISO 9001:2015Helping you to implement ISO 9001:2015 so that the Standard’s true purpose becomes an integral part of how your business is managed, achieves its goals and delights your customers time and again.

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Public Lean Six Sigma training from PMI and the CQI

Our open courses are available in London, Birmingham and the Middle East

To enquire about courses and discounts, please contact [email protected] or call us on +44 (0)1676 522 766

The CQI and IRCA blogs offer you the chance to contribute to all aspects of the quality narrative. By leaving your comments on our latest blog posts you can debate issues you feel strongly about, informing other professionals in the industry. So visit now to become part of one of the leading quality blogs on the web. Your opinion counts. Visit: blog.thecqi.org blog.irca.org

BECOMEPART OF THE DEBATE

The Chartered Quality Institute Incorporated by Royal Charter in England and Wales no RC000809 and registered as charity number 259678.

Imag

e: R

yan

Cow

an

5 minutes with…

More…Exova is a CQI Corporate Partner. To find out more

about our Corporate Partner scheme visit: thecqi.org/corporatepartners


Dr Roger Digby, group technical director at Exova

At Exova we work with some of the most iconic brands, buildings and structures in the world. Our clients rely on the accuracy of our results and the quality of our advice to make critical decisions about the design, manufacture and performance of their products and the capability of their management systems.

As group technical director I am responsible for providing the technical capability to deliver what our customers need today, safely and to the required quality standard. I drive and promote innovative solutions to real-world problems through our network of specialists and their interactions with our clients’ R&D departments, industry research associations, universities and government agencies. We keep up with changing trends in testing and calibration by working very closely with our clients to understand their varying needs. We also take an active role in key committees, standardisation bodies and the industry associations who develop and define the next generation of standards and specifications.

The key to success with stakeholders is communication. Effective communication ensures we understand what our stakeholders expect and keeps them informed of our progress, while managing any issues that may arise.

Developing long-term relationships and partnerships that benefit

both stakeholders and your organisation is crucial and it is a good

idea to make sure you deliver on your commitments.

I admire those who inspire, encourage and support those around them to help realise their full potential.

The best piece of career advice I have received is to always do the very best you can in whatever you are doing, even if you would prefer to be doing something else, and never compromise your professional integrity. Then you will be well placed to grasp new opportunities and create opportunities for yourself.

42 | Quality World | February 2016

13 APRIL 2016THE KING’S FUND, LONDON

QUALITY IN ACTIONConference

In association withThe 2016 CQI

Speakers: Gerald Ashley Risk and behaviour expert and Managing Director, St Mawgan & Co Limited

Speakers from organisations including: International SOS, Oakland Consulting, Bombardier, UKAS and many more.

Topics include:• Leading change – risk and decision making• Quality in a complex supply chain• Collaborative approaches to implementing quality• Developing the soft skills to succeed in business• ISO 9001:2015 – Will it deliver greater value?

Book your place now: cqiconference.org | 020 7880 6226 #cqiconf16

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Stuart Croucher Group Commercial Services Director, Travis Perkins

Kim Danks Group Assistant General Manager Quality, International SOS

Paul Simpson Co-author of Implementing ISO 9001:2015

Exhibitor

Estelle Clark CQI Head of Profession

Tim Harford Author of The Undercover Economist and Financial Times columnist

OBC_QWApr16.indd 42OBC_QWApr16.indd 42 17/03/2016 14:0617/03/2016 14:06

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