The secrets behind the Sony UK

Technology Centre
Content
everywhere
Launching
More April
CPD Knowledge
email
In print Online On mobile
The way we consume content is changing. Using feedback from members,
the CQI has redeveloped its content package to provide you with more content
in more places.

You can now access the QW archive online or download the digital edition,
find extra features on the website, receive the new Knowledge email for
technical articles, and read CQI and IRCA news in the Members Update email.

Launching
April More More
Members knowledge debate
Update

Turn to page 13 for the digital highlights

 ISO 9001. . .
Are you prepared
for the changes?
LRQA can provide your organisation with the right
support throughout your transition to the new 01:2015
standard ISO 9001:2015. The standard has 90

NEW

ISO
progressed to nal draft stage; this is a great
time to start planning and preparing for the

ses
new changes.
ra
n s iti o n C o

New Standard Transition Public Training
ISO 9001:2015 Whats it all about then? Understand and
learn about the structure of the new standard and the revised
management principles, the high level management system
framework and the difference between the most recent and
previous standard.
Preparing for ISO 9001:2015 How you can plan for and approach
the changes within the new standard. Learn about the concepts
and requirements that will be dened in ISO 9001:2015, the
signicance of organisational context, risk-based thinking,
leadership and the enhanced requirements concerning
process management.
ISO 9001:2015 for Internal Auditors Build on your existing
internal auditing experience and learn about the latest standard
revisions and how they will affect your systems. Learn how to
audit the requirements concerning organisational context,
risk-based thinking, the process approach and leadership.
ISO 9001:2015 Lead Auditor Transition Upgrade your
knowledge to the new standard. Learn the structure of Annex SL,
the signicant new and enhanced requirements of ISO 9001:2015
and how Annex SL has been applied to ISO 9001:2015.
ur
T
New Standard Transition Support
In-House Training: All of our transition training can be delivered
In-House, which will ensure the training is tailored to your
management system and team making the training specic to
your objectives.
Gap Analysis: This assessor delivered activity offers you a chance to
focus on the weak areas of your transition to the new standards.
So whether you are in the early stages of transitioning or just want
a dry run before your transition visit, this is an ideal service to give
you and your team condence that you are on the right track and
what you still need to do to meet the new requirements.
Pathway: To support you during the new standard revisions we have
created a free to use transition online tool. This self-help tool has
been designed as a simple multi choice checklist for you to clearly see
how you are progressing with implementing the new changes and
also highlight areas you need to focus on before your transition visit.
Transition Advisory Line:
0800 014 9152 | transition@lrqa.com

Transition Training Line:

0800 328 6543 | transition@lrqa.com
www.lrqa.co.uk/transitioncourses
Quote ref QWA15

Improving performance,
reducing risk

Lloyds Register and variants of it are trading names of Lloyds Register Group Limited, its subsidiaries and afliates.
2|Lloyds
Quality World | February
Register Quality2015
Assurance Limited 2015. A member of the Lloyds Register group.
From the editor Contents
FEATURES REGULARS
14 04
Inside Sony News and Analysis
QW goes behind the scenes at the NHS whistleblowing, super-prison
Sony UK Technology Centre to learn risks and the nuts-for-spices scandal
the secrets of its quality culture and
Welcome to your new-look QW. Alchemy coding system 08
We hope you like the fresh look and feel CQI and IRCA news
of the magazine, but the most important 20 Annex SL briefings annouced,
change lies in the content. Were striving Taking Medicine Global plus news from the CQI Medical
to deliver more value per page by AstraZenecas Peter Deegan explains Technologies Quality Group
bringing you more insight from leading the challenges for pharmaceutical
authorities, combined with more articles quality and auditing in the global 12
focusing on CPD and learning. And now supply chain, and how outsourcing Opinion
theres more online too. Look out for is modernising the industry Quality as a way of thinking and
the yellow action boxes for directions to How to drive business success
extra content, and p13 for the highlights. 26
Robert Gibson Product Recall 13
As Honda stalls amid the latest Digital highlights
Cover photo: Richard Osley
automotive recall revelations, Where to find the best bits online
David Hutchins examines the truth
Quality World +44 (0)20 7245 6676 behind the trends and the pressures 32
editorial@thecqi.org Twitter: @Qualityworld
facing all manufacturers Knowledge
Content Manager Robert Gibson JJ Lynch explains why people
Content Creator Amanda Pauley
Content Creator Natasha Cowan 20 work best when they feel good
Senior Designer Ricky Elizabeth about themselves
Advertising
Jude Rosset jude.rosset@redactive.co.uk 36
Subscriptions Accreditation
+44 (0)20 7245 6866 Jeff Ruddle explains how to align
qwsubscriptions@thecqi.org
11-issue subscription fees accreditation with an innovative
UK: 72 Europe: 92 ROW: 110 approach to business
Print and distribution by Warners Midlands Plc
ISSN 13528769. Vol 41 issue 4 38
Reviews
Sustainable Business Key Issues
and Making Your Work Work
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. 44
5 minutes with...
Steve Warwood, FCQI CQP,
Chair of the CQI Advisory Council

thecqi.org | 3
News and Analysis
The news
Her Majestys Inspectorate of
Prisons for England and Wales
(HMI Prisons) has cast doubt on
government plans to build the UKs
first super-prison.
It claims the project carries
uncertain dangers, warning
that early difficulties in opening
an existing large jail led to
unacceptable risks and very
poor outcomes.
The watchdogs Chief Inspector
of Prisons, Nick Hardwick, has
called on ministers to undertake
a review of the problems faced
at HMP Oakwood, a large prison
that currently holds 1,600 inmates.
Operated by security contractor
G4S, it was beset with violent
disorder and drug abuse soon after
opening three years ago.
Hardwick has suggested
that lessons from Oakwood are
factored into plans for the opening
of other new establishments.
However, justice ministry officials
indicated there would be no review.
Secretary of State for Justice, Chris
Grayling (pictured below) plans to
open the UKs first super-prison in
Wrexham, North Wales, in 2017.
The facility will have the capacity
for more than 2,000 inmates.
Watchdog warns that
UK super-prison
carries risks
Image: Secretary of State
for Justice, Chris Grayling
(LEON NEAL/AFP/Getty Images)
4 | Quality World | April 2015
The views
Hardwicks recommendations that
lessons need to be learned ahead of
any new ventures were made in a
new report into Oakwood. He said:
The determined way the director
and staff [at Oakwood] have made
improvements following significant
criticism should be acknowledged.
However, the difficulties
Oakwood and other new prisons
experienced immediately after
opening resulted in unacceptable
risks and very poor outcomes for
the prisoners held at the time.
Jerry Petherick, Managing
Director of Custodial and Detention
Services at G4S, welcomed the
findings.
He said: Opening any prison is a
complex process and our experience
shows that it takes time to develop
the experience of staff, fully embed
the prison regime and establish
links with local partner agencies.
However, The Howard League
for Penal Reform, a national
charity that opposes the
warehousing of prisoners
in large institutions, was
quick to describe the
Wrexham project as
a titanic mistake.
The analysis
Dr Marilyn Dyason, MCQI CQP, has
many years experience in the criminal
justice system as a senior manager and
Justices Chief Executive. She said: An
organisations reluctance to conduct a
strategic review is always a warning sign
to the quality professional.
The review called for by the Chief
Inspector of Prisons would provide an
opportunity to identify the lessons to be
learned in advance of moving to a super-
prison model, having found success in
Australia.
As any serious benchmarker
will know, it is never a good idea to
transplant ideas from a successful
organisation to another without ensuring
the right foundations are in place
leadership, culture and competence of
people. Such foundations are now, albeit
belatedly, in place in Oakwood and being
built upon. A failure to review and learn
can only result in an opportunity lost
and on a super-scale.

Image: Wolfgang Kaehler/
LightRocket via Getty Images
Nuts-for-spices
scandal leads FSA to
investigate food chain
The news
The Food Standards Agency (FSA) has
launched an investigation into the potentially
deadly substitution of nuts for cumin in
Britains food chain.
Multiple cases have emerged where
products claiming to contain cumin have
included almonds that were not declared
on the packaging. The inclusion of almonds
could prove fatal to those suffering from nut
allergies. Cumin is one of Britains most
popular ingredients and substituting it with
peanuts or almonds can inflict a range of
suffering, from mild symptoms to abdominal
pain and cardiac arrest.
As QW went to press, the nuts-for-spices
scandal continued to escalate, with a fourth
product being recalled from shelves and
experts claiming that some paprika dishes
may also be tainted with almond or peanut.
The UK has joined forces with governments
in the EU, US and Canada, along with food
companies and trade associations, in a bid to
determine the scale and source of the threat.
The views
It has yet to be established whether the
substitution is intentional or accidental
in each case, although experts fear it
could be a case of food fraud even more
dangerous than the horsemeat scandal.
Professor Chris Elliott, who led the
Governments inquiry into the horsemeat
scandal, has put the UKs half-a-million
nut and legume allergy sufferers on high
alert. He said: This is the first real test
of the integrity of the UK food supply
system since the horsemeat crisis and
its actually much, much more serious.
If you happen to be allergic to
almonds or peanuts there is the potential
of getting ill or even dying because of it.
So the challenge is there.
Whenever theres a crop failure
you always have to look to see what is
the potential fraud that is behind that.
This time the crop failure is cumin and
it does seem to be that there has been
fraud going on.
News and Analysis
The analysis
Professor John Oakland, FCQI CQP,
Chairman of Oakland Consulting, said:
The mantra heard in the early days of
health and safety at work legislation was
safety is everyones business. In reality,
everything is everyones business, but
becomes nobodys business in the absence
of clear leadership.
The wilful inclusion of nuts as a
contaminant in food products that shouldnt
contain them is nothing less than criminal
negligence, especially when there are
vulnerable people in the world who can
easily die from eating them.
If the owners and directors of such
companies cant trust themselves to manage
this vital part of the business correctly and
deliver safe products, then they should
employ the services of experienced quality
professionals who will. We can prevent
damage to their customers by eliminating
nuts from their products or, at a minimum,
have them clearly and correctly labelled.
thecqi.org | 5
News and Analysis
Hospitals look for
guardians to protect
NHS whistleblowers
The news
All hospitals in England will employ
Freedom to Speak Up Guardians to
protect and advise staff who blow the
whistle on failings. A national officer will
also be appointed at the Care Quality
Commission to investigate cases where
whistleblowers are intimidated, bullied
or simply ignored.
The new measures were recommended
by Sir Robert Francis QC, who led
the inquiry into Mid Staffordshire
NHS Foundation Trust. His report was
accompanied by a staff survey that showed
30% of hospital employees who had raised
concerns felt unsafe, and 15% of staff
who had not spoken out had failed to act
because of fears of victimisation.
Francis outlined 20 principles and
actions to promote openness and safety,
and has asked for a review of employment
and equality laws to prevent discrimination
against whistleblowers. Health Secretary,
Jeremy Hunt, said that the measures would
be fast-tracked and could be drafted into
law in time for the election.
6 | Quality World | April 2015
The views
Cathy James (above), Chief Executive of
the whistleblowing charity Public Concern
at Work, told QW: Evidence from the
whistleblowing advice line we operate
demonstrates that concerns raised in the
health sector remain under protracted
investigations and yield fewer resolutions,
with more whistleblowers subjected to
formal sanctions than in other sectors.
Whistleblowing can and does work, and
this needs to become the norm in the
NHS and more widely.
The recommendations, depending on
how they are implemented, could have
a far-reaching impact and we are calling
for them to be adopted in the NHS and
beyond. We have suggested that this
scheme could be adopted in other sectors
and are calling on the Government to
create a statutory power for regulators
to create this role elsewhere.
Staff are the eyes and ears of any
organisation and those in charge need to
grasp that getting whistleblowing right is
in their own self-interest.
Image: Cathy James, Chief Executive of
whistleblowing charity Public Concern
at Work (Chris Renton Photography)
The analysis
Hannah Murfet, PCQI, Vice Chair of
the CQIs Next Generation Network, said:
Whistleblowing is necessary within any
organisation. This can occur at many levels,
including whistleblowing regarding quality
management systems.
Moves made by the NHS to introduce a
third party into the whistleblowing discussion
clearly provide advantages
and disadvantages.
Naturally, with reduced pressure to
report, you would hope that more issues are
brought forward and not eliminated without
review.
However, it is also likely that reports are
made more frequently over less serious issues.
In this case, good analysis is required to allow
the organisation to
focus its effort.
The same applies to nonconformity
systems. Yes, people should feel comfortable
raising issues, but proportional action should
be taken in each case, or group of cases, to
avoid the system becoming unmanageable.
 News and Analysis

Network Rail boss

slams macho culture
and safety failings
The news
A failure to keep up with safety measures
and the prevalence of a macho culture
two failures admitted by the Chief
Executive of Network Rail in a damning
speech to engineers. Addressing the
Institution of Engineering and Technology
on March 3, Mark Carne demanded a
change in the organisations culture and a
greater focus on safety. He said Network
Rail had failed to keep up with the safety
measures employed by other sectors and this
caused hundreds of casualties every year.
Carne joined Network Rail a year ago
and immediately limited directors bonuses.
During his speech he stated that 600 railway
workers were seriously injured a year.
He continued: If I were back in oil
and gas, a comparable figure for the same
amount of activity would be between
30 and 60 people the difference is stark.
Carne added that pressures to finish work
quickly suggested that the company does not
care about its workforce.

The views The analysis

Carne said: We have good people in our
business. So when I talk about changing
culture, perhaps I should say I am talking
about leadership how we create the
environment that allows people to perform
to their potential.
Mick Cash, General Secretary of the
National Union of Rail, Maritime and
Transport Workers (RMT), blamed cuts
for the situation at National Rail. He said:
The safety culture on Network Rail has
been diluted by savage cuts to staffing and
the proliferation of agencies and contractors,
which has led to casualisation of safety
critical work and a surge in staff on zero-
hours contracts. Those warnings have come
home to roost with a vengeance in these
shocking [safety] figures.
Lowellyne James, MCQI CQP,
is Chair of the CQIs North of Scotland
branch and a Course Leader in
MSc Quality Management at Robert
Gordon University.
He said: Mark Carnes indictment of
his organisations safety and diversity record
highlights symptoms of an even more
dangerous disease the absence
of a quality culture.
The CEO has unwittingly identified
several quality issues. Firstly a lack of
effective, planned, preventive, equipment
maintenance leading to employee injury.
Secondly, poor process management
resulting in waste scrapheaps. And thirdly,
a lack of knowledge management limited
benchmarking of best practice within
the heavy engineering sector. Safety issues
are a result of the absence of quality.
Diversity and inclusion are enabling values
for change.
However, the key value that must be
nurtured, regardless of gender or ethnicity,
is employee competence. Competence is a
three-legged stool comprising qualification,
training and experience. Network Rail
has achieved the BS 11000 standard for
collaborative working but this ethos does
not seem to apply to unions, highlighting
poor contractor and employee management
as ongoing issues. Stakeholder engagement,
the bedrock of a caring organisation, must
be fostered.

thecqi.org | 7
CQI and IRCA news

Challenge set for new Chair of Training needs

Medical Technologies Quality Group identified by
CQI survey
James Pink, MCQI CQP, has been appointed as Chair of the CQIs Medical
Technologies Quality Group (MTQG). James is Vice President Europe at As we review our training
NSF Health Sciences and will bring a wealth of knowledge to the role. portfolio, we have asked more
than 400 quality professionals
He told QW: Im delighted to be coordinating the MTQG. Today the medical for feedback. This will help
technology industry faces tougher regulation and scrutiny from a variety of determine what courses to
stakeholders who are challenging how the governance and assurance of develop and how to deliver
companies are being strategically managed. them. Here are the findings:
We face a worrying challenge. Despite
several scandals, product failures and public 83% want a
multi-disciplinary
outcry, the regulatory system has been
heavily overhauled without any specific
focus on how the industry and its quality
professionals will change itself. approach
Respondents said they want to explore
I want to enable quality professionals to the application of quality within other
successfully determine and apply the CQI professional functions in more detail,
Competency Framework in their industry such as environment and health and safety.
context. I want to help medical technology James Pink, MCQI CQP
companies determine and apply strategic
solutions to their governance, assurance,
improvement and leadership activities
93% want
in order to refocus (if necessary) their
quality agendas.
Join it to see more quality
To find out more about the
competencies
in action
The MTQG exists to share knowledge
Medical Technologies Quality
and encourage learning within the
Group or to join, visit: Respondents said the CQI Competency
medical devices community, in relation
to the application of quality and
thecqi.org/medical- Framework is extremely relevant to their
regulatory principles.
technologies role, with many having expertise in the
areas of Governance (91%), Assurance
(95%), Improvement (98%), Leadership
(94%) and Context (89%).

Book it 94% are

The Annex SL briefings are free
for CQI and IRCA members. aspiring leaders
Find a session near you: A large majority of respondents said
thecqi.org/cqievents leadership was a key part of their job role
and they want to continue developing
in this area.
ISO management system standards are moving to an Annex SL basis,
but beyond the clauses, what does it actually mean for your business?
Well be travelling to selected venues around the UK throughout May
and June, offering practical guidance on how you can achieve a
75% want more
smooth transition to Annex SL. coaching and
The briefing sessions will be run by CQI and IRCA Head of Technical
mentoring
Demand for more personal development
Services, Richard Green, ISO/TC176/WG24 member and Quality opportunities was rated high in the survey.
Manager at the AA, Mark Braham, and Secretary and UK Delegate
at ISO/TC176/SC2/WG24, Colin MacNee.

8 | Quality World | April 2015

 For event listings visit: thecqi.org/cqievents
Richard Green to give ISO updates in the Far East
CQI and IRCA Head of Technical Services,
Richard Green will be heading to the
Far East in May and June to present a
series of workshops and seminars on the
latest ISO updates. Heres the schedule:

Seoul Korea
29 May
Presenting an ISO update
seminar in collaboration with
the Korean Auditor Register.
Yokohama
Japan
23 May
Hosting the ISO standards in
the future: spare me the jargon
session at IRCAs Japan Forum
2015. Book your ticket:
irca.org/2015forum
24 May
Leading an intensive one-day
ISO 9001:2015 Auditor
Update Training session.

Tokyo Japan
26 May
Singapore
Leading an intensive one-day
ISO 9001:2015 Auditor

2 June Update training session.

Presenting a seminar outlining

updates to ISO 9001, ISO 14001
and the wider implications of
Annex SL at IRCA-approved
Follow it
You can keep up-to-date with Richards international
training organisation, the travels on twitter @richard_at_irca
Singapore Quality Institute. or via the IRCA Blog: blog.irca.org

thecqi.org | 9
CQI and IRCA news
Event:
CQI brings
leadership
to the heart
of London
The quality event of the year
is finally here. On 15 April
the CQIs annual Leadership
Conference is taking place
at the Kings Fund, London,
bringing you the latest advice
on how quality can future-proof
your business. With sessions on
ISO revisions and data driven
decision-making, its a day not to
be missed. If you cant be there,
stay up to date by following the
day on Twitter @CQI and
@Qualityworld using the
hashtag: #cqiconf15
Book it
Buy a last-minute ticket:
cqiconference.org
10 | Quality World | April 2015
Update:
IRCA transition
training
ISO 9001 and
ISO 14001
ISO 9001 and ISO 14001 are
between the draft international
standard (DIS) and final draft
international standard (FDIS)
stages. The CQI and IRCA
believe that both will undergo
significant changes in this time
and as a result, IRCA-approved
transition training courses are
not currently available.
IRCA is committed to
maintaining the highest level
of auditor competence and
wishes to ensure that individuals
are trained in the actual
requirements of these standards.
CQI and IRCA members will be
informed when IRCA-approved
transition training courses
become available.
Update:
CQI Corporate
Partners
tackle quality
challenges
Our CQI Corporate Partners
scheme allows FTSE 100-calibre
organisations to tackle key
business issues head-on. Quality
directors from a range of sectors
meet three times a year to
collectively explore improvement
strategies to address todays
common quality challenges.
It also enables organisations
to benchmark their quality
function development processes
and by using our Competency
Framework and score tool,
identify areas where investing
in the development of their
personnel would improve their
return on investment. For more
information visit thecqi.org/
corporate-membership
Event:
CQI Greater
Manchester
meet Concorde
The CQIs Greater Manchester
branch were flying high
when they went on a tour of
Concordes Runway Visitor
Park in February. Led by John
Hepple, Concordes Senior Tour
Guide, members learned about
the aircrafts unique features
and innovative design, as well as
getting the chance to have their
picture taken in the cockpit.
The event ended with a Q&A
on topics such as engineering an
aircraft capable of supersonic
travel, quality of detail and why
customer comfort is a top priority.
Treasurer of the CQI
Greater Manchester branch
Victor Williams (below) said:
The visit demonstrated that
while Concorde is a product of
innovation and excellence of
design, the world is a fickle place
and it is necessary to be aware of
how customer expectations are
likely to evolve. By highlighting
the aftermath of the Air France
Concorde crash and 9/11
in the early 2000s, the event
focused on the importance of
quickly adapting to changing
customer expectations with new
innovations and concepts.
See it
For a comprehensive list of
upcoming CQI events visit:
thecqi.org/cqievents
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February 2015 | Quality World | 11
Opinion
A A
s a profession,
we have long
moved away
from the idea of
quality as the preserve of the
specialist working outside the
production or service line.
We understand that every
department and discipline
must build quality into
everything they do.
We understand
that quality systems by
themselves can only
have a limited impact on
the performance of an
organisation.
The quality professional
can provide the tools,
knowledge and even wisdom
to help departments,
disciplines and whole
businesses achieve quality.
But is quality itself
a discipline? My background
is in energy and engineering,
where many businesses and
project teams are structured
with quality as a discipline
alongside mechanical,
electrical and safety etc.
The quality team has its
objectives and deliverables
just like any other.
But quality isnt like other
functions it isnt flying the
flag for any particular aspect
of the project, product or
service. Quality is trying to
persuade all the functions
12 | Quality World | April 2015
Kevin
Brown
on thinking
quality
and disciplines to optimise
their output in the context
of the entire enterprise and
its stakeholders. Quality is
about instilling a way of
thinking in everybody.
I am pleased that the
new CQI Competence
Framework seems to be
lifting the sights of the
quality professional to a level
where the way of thinking
is more important than the
tools and knowledge.
We can all think in terms
of governance, assurance
and improvement at
whatever level we operate,
in whatever context we
find ourselves.
The quality way of
thinking starts with an
open mind about choosing
which tools, systems and
approaches to use, as well as
which questions to ask, and
which people to talk to in
each new scenario.
It knows that every
situation is different if the
people are different. It resists
cultural preconceptions.
It is now time to let go
of certainty, embrace the
unknown and begin to
think creatively.
Kevin Brown, MCQI
CQP, Director and
Principal Consultant at
Qfactorial Ltd
t the heart of
every successful
business lies the
requirement
for a compelling value
proposition. This should
be built around the supply
of products, services and
solutions to one or more
market groups.
But what else is required?
In our KPI-dominated
management culture, which
is focused on the short-term,
great attention is given to
the drive for efficiency, this
is not in itself something to
be downgraded or avoided.
Unfortunately such
single-minded focus can
fall short of the more
nuanced approach capable
of far more dramatic
results and, at its worst,
can in fact contribute to
significant reductions in the
effectiveness of efficiency-
driven actions.
I am a passionate believer
in a simple business model
where customer loyalty,
employee engagement and
organisational effectiveness
are all contributing to
the long-term profitable
growth pursued by most
organisations.
I am sure that most
leadership teams would
be quick to endorse this
Mark
Eydman
on driving
success
approach, but do the actions
always match the words?
A simple test is to review
the key business decisions
being made at board level.
These decisions would be
considered as strategically
important. In associated
discussions, to what
extent are the impacts on
employees and customers
explicitly considered
in a way that provides
comparison with the
anticipated internal financial
improvement?
If this consideration is
not explicit, it is highly likely
that short-term financial
gain is taking precedence
over potential negative
impacts to employees and
customers.The stakeholders
will remember the treatment
that they received long after
the improved monetary gain
has faded from memory.
I do not offer this model
from starry-eyed innocence,
but long experience of
seeing dramatic results.
This discussion lies at the
very heart of any definition
of quality. Our profession
has the ideal individuals to
advocate use of this model
and drive resulting success.
Mark Eydman,
MCQI CQP, Senior
Business Leader
 Digital highlights
If you want to know more about the topics covered in QW, visit thecqi.org to explore extra content online.
With just a few clicks, youll find more in-depth articles, videos, reports and technical briefings to keep you
informed. Look out for the yellow action boxes throughout this issue of QW.

Featured articles online

Inside Formula 1
Formula 1 expert and CQI Conference
speaker Mark Gallagher explains the
skills quality professionals can learn
from an industry built on speed, and
the true meaning of high performance.
thecqi.org/inside-formula-1
Estelle Clark How to get noticed
Quality should always be at the
forefront. CQI chair Estelle Clark tells
us about her unique communications
techniques and her top tips for
gaining buy-in at work.
thecqi.org/how-to-get-noticed
10 ways to engage your directors
Jason Arkell took on the challenge of
getting quality recognised as a key
differentiator at oil and gas company
Amec Foster Wheeler. He shares his
advice for selling quality to the board.
thecqi.org/engage-your-directors

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tweets @Qualityworld Most read

Christopher Chinapoo @cchinapoo2614 1. E stelle Clark: My Agenda

@CQI @Qualityworld the man who ships a bad product is
worse than a thief. TAGUCHI #QualityMatters
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agenda! Great to see the NGN is on everyones agenda for
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thecqi.org | 13
How the Sony UK Technology
Centre is leading the
way with an innovative
quality culture
Words: Amanda Pauley Photos: Chris Renton

thecqi.org | 15
T
Tucked away in Pencoed, South Wales,
sits the Sony UK Technology Centre.
The facility is the organisations only UK
manufacturing and customer service
centre, and home to its manufacturing
operation for professional and broadcast
cameras outside of Japan. It also offers
its expertise to third parties such as
The Raspberry Pi Foundation, makers
of the smash-hit miniature computer
designed to teach schoolchildren the
basics of how to program.
As QW is taken on a tour through
the buzzing factory its easy to see
why the company has gained its
reputation as a leader in the technology
industry. The facility lives and breathes
quality, with state-of-the-art Lean
manufacturing techniques, stringent
testing and a culture that has embedded
collaboration and innovation into its
DNA. Its also accredited to three
ISO standards ISO 9001 (quality
management system), ISO 14001
(environmental management) and
ISO 13485 (medical devices). The walls
are literally lined with the organisations
seven core values and behaviours
passion, motivation, quality,
innovation, knowledge, customer care,
and winning spirit.
But how has the site set itself apart
from its competitors? Its known for
its unique understanding of quality
and its use of methods such as
poka-yoke (a Japanese term meaning
mistake-proofing). We went inside
the Sony UK Technology Centre to
get a fly-on-the-wall perspective of
life at the site and speak to the three
men embedding quality at every level.
16 | Quality World | April 2015
Steve Dalton Richard Wilkins Kevin Edwards
OBE, Managing Director Senior Manager for Head of Engineering
Quality, Innovation and
Environmental Health
and Safety
How does quality play a part Steve Dalton (SD): When the facility
in every aspect of the Sony UK opened more than 40 years ago the
Technology Centre? majority of our senior management,
Kevin Edwards (KE): The quality product staff, and engineers were
message is sold in many ways but one of trained by our Japanese colleagues.
the most effective is via our full factory They taught us about the techniques,
review meetings, which take place philosophy and culture of quality,
twice a year. MD Steve Dalton, senior and what it means in terms of the
managers and various members of process, service, parts, material, and
staff give presentations on the business people. Weve embedded these methods
key performance indicators, such as into our skills and culture, and the
finance and efficiency, and crucially, facility in Pencoed has grown with
quality. Steve then sets the picture that focus in mind.
for whats expected from the site and
every department will feed these goals How do you carry out stringent
into their teams via monthly, weekly process testing on every product
and daily meetings. We also have an you manufacture?
induction process for new staff where KE: Our products are complex,
they are given an outline of what we do, powerful and small in size, and this
our behaviours and a detailed history increased functionality means more
of the Sony UK Technology Centre. measures are being undertaken to
The Sony UK Technology
Centre by numbers

30,000 m2
in size
confirm the customer always gets what
they require. Our broadcast cameras

350+
are high-value items, especially when
they are shooting that Tiger Woods putt
or recording an interview that only
happens once. They have to be perfect.
staff It takes just under four hours
to confir m the functionality of

42
a broadcast camera. It involves ensuring
customer specifications are met and
that everything in the manual has been
years old
checked. We carry out this process with
automation, as well as with people,
and then the products are passed on

5
to the quality control (QC) team. The
QC team will treat the products a little
apprenticeships more roughly, flicking the switches and
undertaken last
year making sure it all feels like it should.
We simulate various conditions during

54
number of Japanese
processes in use
our testing to ensure our products meet
the quality standard our customers have
come to rely on. There are two sides
to the process: one where we vigorously
test to every standard and composition,

6
and the other where we make sure it
feels like a high-quality Sony product.

Sony and non-Sony Richard Wilkins (RW): We also

products made on-site carry out tests on the components
themselves. For example, if we have
a new component/product or a new
Images, above and inset: supplier, we will carry out various
The Raspberry Pi computer; specification tests, stress tests, heat tests,
and an employee working on cold tests and vibration tests. We want
a broadcast camera
to make sure that each and every part
of the final product passes our strict
quality requirements.

SD: When we start to make the first run

for a product we have a gating process.
Its a decision-making tool that helps us
identify and implement decision points
throughout the process. We have these
at every stage of manufacture, from
design, pre-production and first-stage
production, to second-stage production
and shipping. If we dont meet the
criteria or the product doesnt (this also
tests our manufacture process), then we
wont move onto the next stage until
the issue has been fixed.

thecqi.org | 17
How do you determine what the
customers expectations will be
before you start manufacturing?
RW: We look at products from the
customers point of view what are
they likely to do with it? And then
try to replicate it. We have a saying
here where we try and make it fail.
Its good to confirm a product is
working but what we want to know
is under what conditions does it fail?
If we understand that then we can
plan for every eventuality and ensure
the product is robust.
KE: Our broadcast cameras can be used
in the desert one week and the Arctic
the next, so we have the ability on-site to
try and mimic those temperatures and
atmospheric conditions. For example,
we take a camera down to minus 30
degrees and see if everything still works.
How do you ensure poka-yoke
assembly processes regardless
of the quantity or complexity
of the product?
KE: Fifteen years ago we began a project
to put traceability into our operation
and it evolved into a coding system we
called Alchemy so named because
we were trying to use the base metal of
the material in the warehouse and turn
it into a gold-standard product. The
system was designed by our engineers
and includes full serial numbers and
adjustment values everything you need
to analyse trends and feed forwards or
backwards to the customer. If a unit
gets damaged in the market and comes
back, we have full traceability.
Today, Alchemy has grown into
a huge database system that prevents
us moving a model or unit to its next
process until the previous process has
been completed satisfactorily this
even comes down to the packing of
the unit. You cant print the barcode
label or point-of-sale label onto the box
unless all our processes have been ticked.
Nothing leaves the factory unless it has
been thoroughly processed and meets
our strict quality standards.
18 | Quality World | April 2015
Image: (from LR) Kevin, Steve
and Richard prove that quality lines
the walls from Wales to Japan
How does your innovative use
of quality tools set you apart
from competitors?
KE: Quality is a key competitive
differentiator for our business. Its
about using everything in your quality
toolkit Six Sigma, 5S, Kaizen and
poka-yoke but only where you need
them. Its not a one tool fits all model
it takes the right mix of quality tools.
You can teach anyone the tools but
the important thing is we have the
right people who know when to apply
them and how to do it effectively.
RW: Our Sony Learning Academy
enables our staff to undertake
external courses that expose them
to Six Sigma, the DMAIC model
(define, measure, analyse, improve,
and control), problem solving and
more. Its the toolbox everybody needs
and embodies the common language
we all speak. We also have 30-minute
in-house training courses called
Quality Knowledge that explain
the importance of 5S, production
innovation and Muda Dori (an evolving
process that aims to eliminate waste).
By using techniques such as Muda Dori,
we try to categorise what processes
and manufacturing techniques are
wasteful and inefficient, or could be
improved. Once identified, we try
to think of new and innovative ways to
remove them to allow what is valuable
to emerge. In turn, it also makes the
manufacturing process as efficient
and effective as possible. Automotive
manufacturer Toyota were the first to
introduce this type of methodology.
SD: The principles of Muda Dori
come from the basis of Kaizen theory
which, when translated, means good
change. There are seven items of
Muda Dori were constantly addressing.
They are: over-production, idle time,
transportation, non value-added work,
inventory, motion and defects. Our
staff know to use Japanese techniques
to get rid of non value-added work
and waste inside their own process,
production cell and office area.
We constantly ask questions such
as: Where are you doing non
value-added work in the office
and the back-office support area?
It comes down to the fact that we want
to be the best we can be.
 Images, inset and below:
The factory floor; and an
employee hard at work

How does the companys quality

culture help people to excel?
SD: We live by the mantra of doing
something better today than yesterday.
We want our people to take it to the
next level. To help bring this to life,
we have an employee recognition
scheme where staff can recognise
their colleagues for activities theyve
done well and well reward them.
We also reward those who put their
hands up and admit theyve made for us to capture a problem on-site
a mistake. Human error, to some extent, than let it go out the door theres
is inevitable. What were trying to no 1980s blame culture here.
achieve with this putting your hands
up culture is minimisation of the What do you think is the secret
human impact on our production runs. to your success?
We value honesty because its better SD: Even though were part of the
Sony Corporation, we dont have
the same production systems as other
factories worldwide. Were given the
freedom to design our own production
systems to make our products.
So, we might be making a camera for
the European market similar to one
our sister factory in Japan is making
for the Japanese market, but the way
we assemble it will be different.

KE: Its an exciting place to be an

engineer because you can really design
from scratch. We design our own test
equipment on-site and there have
been instances where weve shared
Watch it best practice with Japan. It generates
some very healthy competition and its
See how a quality culture is embedded at the Sony UK Technology Centre
in our exclusive video: thecqi.org/qualityatsony useful to have two different cultures
developing solutions together.

thecqi.org | 19
AstraZenecas Peter Deegan is leading the quest for
quality in pharmaceuticals. Here he tells QW how

TAKING
outsourcing has brought fresh innovation.

MEDICINE
GLOBAL Words: Natasha Cowan
Portraits: Paul Worpole

thecqi.org | 21
The pharmaceutical industry
is worth an estimated 200bn.
Organisations compete to create
cutting-edge drugs that will
find their way onto the global
market, eventually ending in
the homes of billions of people
worldwide, who rely on stringent
methods to ensure high-quality,
safe products.
In recent years the pharmaceutical
industry has changed dramatically.
Externalisation the process of
striking up new deals to outsource
drug creation has become the norm,
and AstraZeneca is at the head of the
trend. The company has spent the last
five years seeking out start-ups who
have made scientific breakthroughs
that could change the face of medicine
as we know it.
The man at the forefront of this
quest for innovation is Peter Deegan,
Head of Quality Assurance and
audit in the Regulatory Compliance
area in research and development at
AstraZeneca, a multinational company
that has achieved international success
and featured on numerous lists of the
top 10 pharmaceutical companies in
the world. He has been handed the task
of providing assurance across a highly
regulated value chain. What makes
his job that much more difficult is the
variation in regulations in different
countries across the globe.
Blurring organisational
boundaries
Externalisation has become a core
strategy for overcoming research and
22 | Quality World | April 2015
development challenges. It provides a
boost on the financial market, while
utilising resources with start-ups and
universities to create groundbreaking
new products that serve the public.
The question everyone is asking is
simple how do you bring these new
groups into the development pipeline?
The whole value chain is
changing, Peter tells QW, the
boundary of the research side is
blurring, bringing in small start-up
ventures with exciting molecules.
Traditionally, molecules were created
in the labs of big pharmaceutical
companies and there was an identified
mechanism for this process.
The stakes are high, with each
pharmaceutical company vying for
a place on the global market. A new
system had to be implemented that
would allow innovation to thrive both
within the laboratories and externally.
Innovation is definitely still
alive within our organisation, Peter
explains, but it is challenging for
a large pharmaceutical company
to deliver innovation solely inside
its own walls. Exter nalisation
brings excitement, innovation and
entrepreneurialship right to the core of
AstraZeneca. We want to be walking
among the Nobel Laureates in science,
Companies fail
when they outsource
accountability
as well as
responsibility
to bring the latest scientific thinking
closer to us.
T h e t e s t fo r t h e i n d u s t r y
is getting the process for these
collaborations right. The methods
used by each manufacturer must match
AstraZenecas standards. From an
auditor perspective, understanding the
wider context of the pharmaceutical
industry is integral.
You have to make sure to follow
the science and the research and
development of those innovative
drugs, and balance this with efficient
and effective processes. Outsourcing
activities means working with new
companies and new interfaces.
ISO 9001
Peter is an expert in working closely
with new partners as part of this
outsourcing initiative. His rise to the
top is based on a simple approach:
ensuring clarity. I think one of the
most valuable lessons I learned on
the IRCA certified ISO 9001 Lead
Auditor training course was that the
 AstraZenecas global locations
AstraZenecas operations span the globe. Of its 57,500
employees, 9,000 work in Research and Development.

13,500 18,800 1,500 9,700

employees in employees in Europe employees in employees in
North America (excluding Russia) Russia China

3,500 2,400 5,300 2,800

employees in employees in Middle East employees in employees in
Central and South America and Africa Asia Pacific Japan

thecqi.org | 23
end-to-end internal processes usually
work, but the interfaces often fail.
AstraZeneca operates with a policy
of due diligence, making sure that
every person or organisation they
partner with is thoroughly investigated
prior to signing a contract. For Peter
this is essential for success.
H av i n g t h a t c o r e s e t o f
AstraZeneca policies allows us to
approach our new alliance partners
or outsourced partners with very clear
standards, he states. You have to
provide clear standards that you
attribute your organisation against.
If you can articulate those documented
standards, policies and procedures,
then at least you can approach those
partners with a very clear statement
of intent.
Transparency can mean the
difference between successfully
courting an award-winning foundation
and missing an opportunity. It can
truly make that organisation say, Wow,
across many standard operating
procedures, some of which had similar
for safety reporting are
not well established and
The whole
this is a differentiating company, and requirements. value chain of
it is easier for safety issues
we want an alliance with AstraZeneca AstraZeneca set a new global to go unreported. the company
because we share those quality values. compliance standard in the regulatory For Peter such issues
Bringing AstraZenecas vision compliance area, reducing their critical come as part of the is changing
to reality comes with its difficulties. standard operating procedure set territory. Having worked the research
Peters job is to ensure this strategy
comes to fruition and guarantees the
from 123 to 12. The new standard
acted as a key umbrella statement,
in both manufacturing
and research and
side is blurring,
sustainability of quality practices. I explains Peter. The benefit was development for more bringing in small
think in general its challenging for that the affiliates were able to gain a than 30 years he is well start-up ventures
large corporations to deliver innovation more focused understanding of the versed in communicating
at that micro level, says Peter. When standards. with far-flung areas with exciting
you follow the science it doesnt matter In creating this system, Peters team o f t h e g l o b e. Yo u molecules
whether you have a huge alliance realised compliance gaps had similar know you work in the
with another major pharmaceutical patterns across similar regions. To pharmaceutical industry when you
company, or a small university counter this he created a tailored speak to people in Japan, South Africa,
start-up. If you can do that you compliance improvement plan, Argentina, France, and India this week,
can break down a lot of barriers including regional compliance training but you havent said hello to your next
immediately by not constraining workshops. Without setting a clear door neighbour this year, he quips.
your thinking. standard we would not have seen the AstraZeneca uses the
You have to make sure youve cultural differences in interpretation, Pharmaceutical Quality Management
got a common purpose and a common he says. System ICH 10 (Inter national
vision as an audit group and embed Conference on Harmonisation), a
some common consistent audit Culture shock standard that brings together the
practices and disciplines. Auditing on a global scale involves original pharmaceutical technical
One way Peter has achieved this is overcoming cultural boundaries. codes with ISO 9001, stating that ISO
by reviewing the compliance standards National statutes, rules, regulations, quality management guidelines form
across global activities. He says: We and laws vary from country to country. the foundation of the system. The aim
found these standards were spread In emerging markets national systems of ICH is to harmonise pharmaceutical

24 | Quality World | April 2015


legislation and guidance worldwide,
and it recognises the multitude of
statutory instruments in each country.
Peter says: Embedded in ICH Q10
is a culture of continuous improvement
with the need to understand the
root cause of problems and put in
corrective actions to fix errors. One of
the most important aspects of this for
me, as head of audit, is whether the
organisation is continually improving
to prevent reoccurrences. Companies
fail when they outsource accountability
as well as responsibility we dont
do that.
Within AstraZeneca, we maintain
that oversight and as a result we have a
very clear and active audit programme
of the suppliers against some very
core standards.
Within our suite of policies is our
Quality and Compliance policy. It
states that everyone takes ownership
of quality and we must have senior
management commitment. Senior
governance committees oversee quality
to ensure we are meeting regulations
and doing the right thing. Compliance,
oversight and ownership are embedded
in our culture.
A birds-eye view of
AstraZenecas Research
and Development site
at Alderley Park, Cheshire,
where Peter works. The
site is a global centre for
cancer research.
You can break
down a lot
of barriers
immediately by
not constraining
your thinking
As a company, AstraZeneca tackles
inconsistencies through implementing
a culture that embraces diversity when
auditing. If you have a common
auditing approach across global
processes with diverse national
regulations, you reduce the risk
of being unable to interpret those
regulations consistently, Peter says.
We dont impose a way of
working, we embrace different cultures.
I can only ask a company to show me
how theyre meeting the standards. I
cant impose my way of doing things.
National governments may require
different ways of working and language
may well be different, so its up to me
as an auditor to listen, see and interpret
that diversity. Its a true challenge,
but at least we have a common audit
methodology like the ISO 9001 system,
so our auditees know what to expect.
This is a personal motivation
for Peter. In the past he ran cultural
awareness courses teaching westerners
about Japanese culture.
Its all about respect and
credibility, he says. It is important
to show humility without confusing
humility with being passive. Its
absolutely fundamental in a global
environment that is shrinking. If you
dont have that cultural training and
cultural awareness you cant conduct
business in a professional manner and
it brings into question your credibility
as an auditor.
Changing lives
The pace of change can seem staggering.
As AstraZeneca strives to increase its
portfolio innovation remains crucial
to the way Peter and his team operate.
Creating cutting-edge but accurate
approaches will make sure the
organisation can de-risk its development
pipeline, guaranteeing protection for the
millions of people taking AstraZeneca
drugs every day.
For Peter continuous improvement is
ingrained in the future of quality. To me
it is 21st Century quality management. I
think the 20th Century way of thinking
was based on quality control and quality
assurance and thats been the right
path up to now, he says. The modern
approach is the ability to change and
rapidly improve. This is a differentiator
and I think it will give companies
competitive advantage. The advice
from a 21st Century auditor may be
that you can be creative about how you
meet the necessary compliance standards
if it will achieve better assurance and
will drive continuous improvement.
Pe t e r h a s p rove n t h a t a n
understanding of context, cultural
differences and innovative techniques
is crucial for ensuring quality. His
career in manufacturing and research
and development has been based on
the firm understanding that his role is
crucial for ensuring the best possible
outcome for patients. Thats what other
organisations can learn from us, says
Peter. We focus on our patients and
understand how auditing really drives
the assurance of safety, quality and
efficacy of our products through that
culture of quality. Thats what is really
important.
thecqi.org | 25
26 | Quality World | April 2015
From faulty airbags and accelerators,
to contaminated water and dangerous
toys, product recalls seem to be on the
rise. But whats the reality and how are
businesses responding? CQI Fellow
David Hutchins examines the evidence

f youre a high-volume
manufacturer or chain retail outlet,
a product recall is probably one
of your worst nightmares.
It has been referred to as
death by a thousand cuts.
Recalls are reverse logistics,
whereby recalled products, information
and cash flow travel in the opposite
direction to normal. These costs are
typically more than three times the equivalent
sums for products flowing in the right direction.
Risks are higher than ever for companies that
fail to anticipate and prepare for the possibility of
a product recall.
It can take several years to complete a recall, as was
the case with Fords recall of models with Firestone
tyres. In this case it took more than seven years, from the
first report in 2000 to the final decision, according to the US
National Highway Traffic Safety Administration (NHTSA). In
fact, the time to retrieve is usually indeterminate and almost
never complete. Even with products where the original purchaser
is known and traceable, it is rare for more than 80% to be located.
The remainder of these products are an accident waiting to happen.

thecqi.org | 27
 wo years ago there was a
highly publicised recall of Toyota cars
suffering a problem with acceleration.
Product liability has remained in the
limelight ever since, especially for
those connected with the unfortunate
Japanese company. The increased
publicity gives the impression that
product recalls are on the rise.
But what is the reality?
Reading the numbers
In the jargon of US product recall
statistics, the usual measure is TGW
things gone wrong. There has been
a decline in traditional hard TGW
failures, for example, warranty costs
and customer reported TGW. These
include mechanical or physical issues,
such as engine failure or problems with
seat stitching.
However, some of the statistics are
conflicting. For example, the same
attribute might score poorly in TGW
and yet score well in TGR (things gone
right). Soft failures include issues
such as a product that is difficult to
use or understand, poor location of
its elements, a lack of functionality
or poor materials.
Surprisingly, according to statistics
provided by the NHTSA, automotive
recalls among the top manufacturers
have remained largely static over the
past 15 years. However, the mix has
changed. Engine-related failures have
decreased and safety-related failures
have increased.
T his is possibly due, to
a large extent, to the fact that
during the past two decades society
has become increasingly intolerant
o f s a f e t y - re l at e d d e f i c i e n c i e s
no matter how rare. People have
also become more litigious, especially
when encouraged by ambulance-
chasing lawyers. The relative number
28 | Quality World | April 2015
of recalls for each of the major
manufacturers has also remained
fairly static. According to the statistics,
one might occasionally have a spike
but on average, things level off.
Reality check
In 2010 more than 20 million vehicles
were recalled in the US and the
trend among manufacturers was to
attempt to push recall liability down
to suppliers.
Why then does it appear that
product recalls are increasing in the
automotive industry if they remain
static? There are two reasons. Firstly,
The risks are
the media is more highly sensitised to higher than ever for
automotive recalls, so they get greater
exposure. Secondly, the decrease in
companies that fail
hard failures has disguised the increase to anticipate prepare
in soft failures.
Its reasonably predictable that
for the possibility of
soft failures will continue to rise, a product recall
possibly at an increasing rate.
The theory being that this is where
most of the innovation is now taking
place. The traditional mechanical
components of an automobile
represented by hard failures, together
with the means of manufacture
and supply chain management,
have been developed almost as far
Above: In 2010
as they can go (subject to a possible more than 20
technological breakthrough). million vehicles
were recalled in
On the other hand, innovation in the US and the
some features is taking place at an trend among
manufacturers
increasing rate, such as advanced and was to attempt
intelligent braking systems, electronic to push recall
management systems, development liability down to
suppliers.
of hybrids and other means of fuel
saving. Innovation is a risky business Right: In 1990
high levels of the
at the best of times but competitive toxic substance
pressure for shortening innovation benzene were
cycles increases risk significantly. discovered in
bottles of Perrier.
Not long ago it took an average Within a week
of five years to develop a new model the company
withdrew 160
of a car and the amount of serious million bottles
innovation in the major assemblies and worldwide.
Over the past
two decades
society has
become
increasingly
intolerant of
safety-related components was minimal. Today this
deficiencies development time has been reduced
to around 15 months, with far more
no matter innovation in the new models than
how rare ever before.
The risk that is difficult to avoid
in this fiercely competitive situation
is the unpredictable life expectancy
of the newly designed assemblies
particularly if the life testing is less
than rigorous and the decision is made
to start high-volume manufacture.
Some failure modes may not show
up in small batch testing, no matter
how rigorous the tests. Some may
take years to show up during normal
operating conditions.
Attempts to conduct accelerated
life tests may help to identify failure
modes, but may also cause some that
would not occur in reality.
No manufacturer could survive
if they had to wait for such test results,
so they are forced to put a new product
into the market knowing full well that
with millions of units on the road
around the world (increasing year
by year), occasional product recalls
are inevitable. Its really a question
of damage limitation.
Disaster planning is one way to
do everything possible to highlight
potential product recall situations
at the earliest opportunity. The
a i rc r a f t i n d u s t r y at t e m p t s t o
alleviate such risk by making sure
there are early production models
that have longer flying times than
any of the commercial models in
use. Premature fatigue failures will
show up on these before they show
up in service. It appears that the
number of original equipment
manufacturer- (OEM) initiated recalls
is increasing and authority-initiated is
decreasing. This supports the theory of
more intensive monitoring of market
data by the OEM than before.

thecqi.org | 29
 A long list
Due to the high-profile publicity,
many people associate product
recalls with the automotive industry,
but if youre not in that industry
be warned: there is no cause for
complacency. The problem of recalls
is just as prevalent in other high-volume
industries, such as pharmaceutical,
consumer electrics, food, textiles,
and aerospace. If you think a product
recall is unlikely where you work,
try following the Trading Standards
Institutes advice recall list on its
website (tradingstandards.gov.uk/
advice/advice-recall-list.cfm). There
are always 20 cases listed, many
involving some of the most reputable
companies in the UK.
ver the years
there have been many high-profile
product recalls that had devastating
results. In 1990 there was the
heavily publicised case of chemical
contamination of Perrier Water
which almost caused the company
to change its name. The same was
the case with Farleys Rusks. In 1997
Daimler-Benz narrowly avoided
a complete disaster when its new
Mercedes A-Class, or Baby Benz,
car was found to be so unstable that it
was capable of rolling over in relatively
foreseeable conditions.
However, the problem is not
just restricted to the American and
European auto manufacturers.
30 | Quality World | April 2015
Honda and Ito
Taiwans Taipei Times recently reported
that Honda cut profit forecasts for
the second time in as many quarters
last month following recalls tied
to the flawed Takata Corp airbags,
and the new hybrid systems in its
best-selling Fit compact car and Vezel Takanobu Ito
sports utility vehicle. Hondas worst
quality issues in decades have derailed
plans to introduce new models, leading
Chief Executive Takanobu Ito (right)
to first take a pay cut and, in the The forecast
end, step down. It also triggered the So, knowing the risks, what conclusions can the quality
projection of Hondas first profit drop profession draw from these trends in terms of planning
in three years. for the future?
Beset by the biggest quality problems
under his stewardship (Honda recalled P roduct recall is a growing problem across all
5.4 million vehicles last year), Ito, high-volume industries and will increase as products
61, had promised to bring Honda become more complex and innovative.
back to basics and signaled that the
company would no longer pursue The need for reliability-related concepts to be included
business expansion as its main target. in quality training courses will increase dramatically
He said Honda had no intention of as quality professionals demand more knowledge
rescuing Takata financially and would of this area.
work with the company to identify the
root cause for the airbag flaws in order M anufacturers will increasingly attempt to push
to end the crisis. responsibility for product recalls down the supply chain.
While the Takata recalls affected at
least nine other automakers, scrutiny As the risks related to product recall become greater,
of how Honda responded to the flaws the reliance on third party certification will inevitably
led to the US Government slapping switch towards greater reliance on second party auditing,
the company with a record $70m fine more careful supply chain management and preferred
for failing to report more than 1,700 supplier schemes.
death and injury incidents to regulators
over 11 years. And Hondas quality David Hutchins, FCQI CQP, is Chairman of David
problems go beyond the defective Hutchins International Quality College Limited
airbags. The automaker called back the
Fit its top-selling model five times
since its introduction in late 2013, and
recalled the Vezel three times. Those Read it
fixes delayed the roll-out of other What can your organisation do to protect itself?
new vehicles by as long as six months. Dont miss Davids top tips in our new Knowledge
email, coming soon to CQI and IRCA members.
The costs were clear.
 Training

COST OF QUALITY
How much do we spend to get it right?
And how much does it cost when things go wrong?

Learn the practical tools and techniques so you can

identify potential savings.
Join our one-day Cost of Quality training course on
20 April, 6 July or 5 October.
thecqi.org/cost-of-quality
Knowledge
LEADERSHIP AT
EVERY LEVEL
Great questions
are open questions.
When we ask an open
question, we create
an environment for
others to talk and for
ourselves to listen
32 | Quality World | April 2015
JJ Lynch, Managing Director of training company
Leading Edge Leadership, explains why people work
best when they feel good about themselves
How do we keep everyone engaged and
motivated in todays workplace? This is an
important question for managers and leaders
at every level in an organisation, and the answer
lies in the fact that people work best when they
feel good about themselves.
John Dewey, one of Americas most profound
philosophers, said the deepest urge in human
nature is the desire to feel important and the
most effective managers and leaders are not only
aware but understand this human desire.
Maya Angelou, the American novelist, poet
and human rights activist, once said: People
will forget what you said, people will forget
what you did, but people will never forget how
you made them feel.
The power of open questions
How do the best leaders and managers make
their employees feel good about themselves?
They get to know every member of their team
as well as they can their hobbies, career plans,
birthday, childrens names and much more.
Good managers understand the importance
of this because you cant motivate someone you
dont know or understand. So, how can you get
to know your team better?
You can do it by using a simple people skill
asking great questions. Great questions are
open questions. When we ask an open question,
we create an environment for others to talk and
for ourselves to listen.
Reflect for a moment on the letters of the
word listen the letters also spell the word
silent. If youre not silent, you cant be listening.
Listening shows respect. Listening makes
people feel special. When you listen and ask
great questions you show humility. You show
you are interested.
Being interested
versus being interesting
Theres a story about a young psychologist
who took a month out from his usual work to
fly back and forth every day from Los Angeles
to New York. On each journey he would sit in
the middle seat of three on the aeroplane.
After take-off he would start a conversation
with the person either side, but rather than
trying to be interesting he would focus instead
on being interested. He asked great questions
and let the other person speak.
At the end of the journey he asked the people
he had been speaking to for their details on the
premise that he could do something for them, or
that they would stay in touch.
A week later a researcher called these people
and every person said they remembered the
young man.
They all said how much they liked him even
though none of them could recall if he was
married, what he did for a living or where he
was from because he never told them.
However, the most amazing discovery was
that more than 70% described him as one of
the most interesting people they had ever met.
The moral of the story is to be interested, rather
than trying to be interesting, if you want to
be thought of as an interesting person. Great
managers and leaders are always interested.
Better never stops
One of the most influential books about personal
development ever written is by American writer
Dale Carnegie. How to Win Friends and Influence
People may have been written in the 1930s but it
is as relevant today as it ever was.
At the heart of the title are Carnegies 30
human relations principles, a set of statements
for engaging and motivating people, that are
beautifully simple and yet so profound.
Carnegie tells us, to become genuinely
interested in other people, to begin in a
friendly way, to talk in terms of the other
persons interests, to make the other person feel
important, to try honestly to see things from the
other persons point of view.
These principles are as applicable in the
workplace as they are in other aspects of life
and matter greatly if you want to get the best People will forget
from the people you lead and manage. what you said,
An engaged workforce equals engaged teams
that Professor John West-Burnham says, are
people will forget
always restless, constantly questioning, never what you did,
satisfied, challenging norms, believing that but people will
things can always be better.
When coach Clive Woodward (pictured
never forget how
above, right) took over an underperforming you made them feel
England rugby team and led them to World Maya Angelou,
Cup glory in Australia in 2003, their motto was
summed in three short words better never
American novelist and
stops. Such a belief characterises a workplace human rights activist
where everyone is engaged and motivated. (pictured above, left)
JJ Lynch is an international leadership
trainer, facilitator, author and
motivational speaker.
He is Managing Director of London-
based leadership training company,
Leading Edge Leadership.
leadingedgeleadership.com
thecqi.org | 33
ACHIEVING
OPERATIONAL
EXCELLENCE
Paul Callaghan, Products Director at Gael Ltd,
explains why compliance-oriented information
management is the key to high performance
rganisations face the increasingly
O overwhelming challenge of
maintaining and monitoring
many business systems that serve
several different purposes. Yet all contain vital
operational data that, if harnessed correctly,
can be put to work to drive compliance, safety,
productivity and high performance.
In an increasingly regulated world where
a brand can be tarnished by an unanticipated
event, and where incremental performance
improvements deliver disproportionate gains
to the bottomline, a risk-based information
management system for compliance, safety and
high performance makes all the difference.
Organisations must ensure that information
collated from multiple systems is monitored
and managed effectively. This is often achieved
through laborious processes that, in highly
regulated and pressurised industries, can become
stressful and slow.
Information scattered across these systems
can represent both an opportunity and a threat.
The opportunity lies in getting a grip on the
data, improving operating performance and
increasing compliance and safety. The threat,
if not addressed effectively, is the fragmentation
of data and systems that can lead to operational
and compliance blind spots.
Organisations that Organisations that seek operational
seek operational excellence, high safety and compliance must find
the means to bring systems together, get a grip
excellence, high safety on the information and reporting, and make it
and compliance, easier for themselves to remain compliant, while
must find the managing and monitoring risk in real time.
This article has been written to offer
means to bring compliance and safety professionals an insight
systems together into what can be done to achieve this.
34 | Quality World | April 2015
Too many systems,
too little time
Organisations typically use several management
systems to cope with vital operational and
logistical components of the business. These
systems contain mission critical data.
A failure in any of these systems could lead
to the following undesirable circumstances:
Regulatory noncompliance and exposure
Safety failure
An incident
Poor operational performance
Financial losses
Reputational damage.
It is clear that scattered and isolated
information hampers operating efficiency and
effectiveness. Managers and operatives need
to be able to put their hands, immediately,
on essential information when and where
they need it.
Risk-based information
Excellent organisations have achieved this by
using risk-based information management
solutions. Others struggle because:
Often similar information is located in different
places with minor variations
Documents and systems contain references and
sign posts, but not the sought information
It can lead to missed opportunities, low
performance and danger.
Demands on businesses will continue to
increase, particularly in industries moving
towards performance-based regulation. Is your
organisation in danger of being overwhelmed by
the volume of data you need to keep track of ?

From good to great
Organisations in all industries are struggling to
understand the source of current and emerging
risks. To remain at the forefront of any industry,
a business must seek technology accelerators that
can help it to evolve from good to great, taking
steps to adopt a performance-based approach
across the entire business. To be effective, the
information management solution must have
the following capabilities:
Document management
Audit management
Action management (corrective/preventive
action, incident reporting and investigation)
Management of competencies, assets
and suppliers
Risk modelling and management
Performance monitoring (key performance
indicators dashboards and reporting).
Powerful and rich action management
functionality is critical. Its through action
management that nonconformances are fixed,
preventive barriers strengthened and breached
performance thresholds repaired.
If the organisation is large (not a small or
medium-sized enterprise), then the solution
needs to be enterprise-grade, meaning it
is scalable, cross platform (mobile as well as
desktop) and offers a pleasant, intuitive user
Advertising feature
experience. The benefits that await adopters
of technology accelerators include: Paul Callaghan has more
Better operational decision-making than 25 years experience
and performance as an engineering,
More effective and cost beneficial quality and management
resource management professional operating
Mitigated risks within manufacturing,
Streamlined administration processes service and software
End to silos organisations across
Better strategic insight and capital investments the technology sector.
Stronger reputation and brand. Paul started at Gael Ltd
more than 17 years ago
A risk and performance-based approach to and is now Products
operations management reveals a clear picture Director, performing
of expected and unexpected costs and losses. an instrumental
This transparency allows management to take role in defining and
advantage of previously unseen opportunities, implementing product
eliminate threats and low performance, and strategy of Gaels quality,
make smarter decisions. safety and risk solutions.
Enterprise software designed to address the
problem of fragmented information across
departments and divisions will foster a more
collaborative culture and harmonisation of
practices across the business. Some businesses
that still collate and manage safety and
performance data in a variety of spreadsheets
and isolated back office systems will be
transformed and modernised, and will no longer
need to fear the day that the person who owns
the spreadsheet leaves the business.
thecqi.org | 35
Accreditation
KEEPING UP
WITH INN VATION
In the third part of our accreditation series,
UKAS Operations Director Jeff Ruddle
explains how to align accreditation with
an innovative business approach

I
nnovation is essential for success. However,
as an organisation grows it is easy to forget
that accreditation must be maintained at the
same pace. Regulations often change and
organisations expanding into new territories
have different requirements.
Rather than go back to square one and reapply
for accreditation, it often makes sense to apply for an
extension to scope. Adding a new activity, changing
an existing activity (ie a new technique or revised
standard or scheme) and adding a new location are
all instances where an extension to scope is required.
There are often varying requirements across
different sector schemes and technical areas, even
within the same industry sector. Talking to UKAS
about what is required and the associated timeframes,
in advance of applying, enables us to advise on any Where appropriate, has equipment been calibrated
specific requirements that may be relevant. This can and has the method been validated or verified with
be just as valuable to experienced organisations that reference materials?
regularly apply for extensions to scope as it can be to
the first-time applicant. How will quality control be applied to the method
As with any assessment visit, UKAS will assess on an ongoing basis?
the implementation of the required policies and
procedures, not the intention to do so or theory New locations have their own set of considerations,
behind it. The activity should be up and running Adding a such as if the facilities are suitable for the
and included within the management system so the new activity, application, how the new location is being managed
organisation is in a position to be assessed at the time by head office and how the new location, and
of applying. The extension to scope application (AC)
changing its staff, are operating with the organisations
forms offer useful guidance as to what supporting an existing management system.
documentation or information is needed. activity and By considering all of the above and providing the
The AC forms also give an outline of the key necessary supporting evidence, it is likely that a large
areas UKAS will examine during the assessment
adding a volume of documentation will be accumulated by
process. These include whether the new activity has new location the time of application.
been adequately and clearly documented with the are all To make sure the application is assessed efficiently
management system, and whether staff have been it is important that the application itself is clear and
trained and are able to show competence.
instances all supporting documentation is properly cross-
Questions will be raised about how the new where an referenced. An unclear application leaves room
activity has been designed and developed to extension for misinterpretation so it is important to state the
determine its fitness for purpose, and if potential specific standards, schemes, versions, methods, and
impacts on independence and impartiality have been
to scope is equipment that an applicant wishes to appear on its
considered. Those questions might include: required accreditation schedule.

36 | Quality World | April 2015

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April 2015 | Quality World | 37

Reviews: Members deliver their verdict
Sustainable
Business
Key Issues,
by Helen Kopnina and
John Blewitt, paperback,
Routledge (2015),
18.99
T
This book
introduces
the reader to
the key issues
of sustainability and
suggests how to apply the
concepts in practice.
Going beyond
conventional theories,
it discusses issues such
as population,consumption
and economic growth,
with a view to adopting
cradle-to-cradle and
circular economy
frameworks. A
familiar style is
adopted throughout.
Each chapter includes
cases studies, discussion
questions and end-of-
chapter summaries, along
with suggested further
reading. This works well,
providing an accessible
and engaging read.
Kopnina and Blewitt
take the reader on a logical
and clear course, beginning
with the concepts and tools
of sustainability, followed
by explanations of business
If you would like to be a reviewer email editorial@thecqi.org to find out whats involved.
We value your views and welcome suggestions on books you would like to see in QW.
38 | Quality World | April 2015
in a global context, before
critically evaluating
sustainable practice.
The final part looks
at providing solutions
and recognising that
sustainability is not always
easy to implement.
The relatively new
discipline of human
resource management
(HRM), at least in terms
of sustainability, is
discussed touching
on green jobs and
eco-entrepreneurship.
I definitely recommend
this book to any student
or business professional
as an introduction to the
subject of sustainability
in a business context.
Gordon McNeil, ACQI,
Quality Manager
at AWE
Review it
Making Your Work
Work Everyday
Performance
Revolution,
by Jan Gillett, Infinite
Ideas Limited (2014),
29.99
Making Your Work
M Work delivers its
message via the
working activities
of a person called Ann.
The book is 80% theory
and 20% Anns story.
The diagrams are
excellent, with some very
informative illustrations,
but unfortunately the same
ones were repeated many
times throughout the book.
One of the most
repeated examples was
W Edwards Demings
System of Profound
Knowledge a diagram
that does not, in fact,
portray a great deal of
knowledge. The practice
of including the same
diagram many times, in
this type of textbook,
seems to be a modern
trend, but I find it
unnecessary and disruptive.
I did find the methods
used to achieve process
improvement valuable and
the practicable approach to
the use of some of our most
basic quality tools, like the
plan, do, check, act (PDCA)
cycle was very useful.
Although I did get a bit
bogged down in the middle
of the book.
The umbrella diagram in
Chapter 9, with the heading
Three roles of leaders,
combined five tools and
five shared principles and
concepts putting these
diagrams into context.
The methods described
were implemented with
a very people-focused
approach, which is a factor
often missing from both
textbooks and practice.
Tom Rose, MCQI CQP,
Process Improvement
Researcher, High
Technology Specification
Malvern
 Repositioning the Quality Profession
Japan Forum 2015 Join us on 23 May in
Yokohama, Japan

Programme:
Repositioning the quality profession
David Armstrong, CQI Head of Profession

Standards updates expected changes from the revisions

Richard Green, Head of IRCA Technical Services

Rebuilding risk-based QMS through application of ISO 9001:2015

Akihiko Aoki, Canon Quality Standard Management Centre General Manager

The Komatsu Way: human resource development and succession

Masato Sato, Head of Komatsu Way Global Institute

AstraZenecas quality professionals: managing global competence

Peter Deegan, AstraZeneca Global Head QA Audit Regulatory Compliance

Book your ticket:

irca.org/2015forum
Recruitment Tel: 020 7880 7556 Visit online at www.thecqi.org

DEPUTY CERTIFICATION
SCHEME MANAGER
Package of 35,000 - 45,000 depending on experience
The Steel Construction Certification Scheme (SCCS) is the Certification Body specifically for companies engaged
in the design, manufacture and installation of structural steelwork and its associated products and services.
SCCS is a wholly owned subsidiary of the British Constructional Steelwork Association Ltd (BCSA).

The Opportunity Your Credentials

The introduction of new standards and growing demand for
certication services makes this role an exciting opportunity
for an experienced auditor. In this role you will assist in the
management and growth of the Scheme, and verify and carry
out audits. You will liaise with existing and new clients, and
assist the Scheme Manager in the programming and co-
ordination of audit plans and resources. You will assist in the
Schemes ongoing UKAS accreditation, as well as liaising with
a team of external auditors. The position is based at BCSAs
Doncaster ofce but will require travel throughout the UK.
The successful candidate will have demonstrated lead
auditor experience and an understanding of how certification
schemes are run and developed.
You will have a working knowledge of ISO-17021, ISO-
9001, ISO-14001, OHSAS-18001, and EN-1090-1. You will
be experienced in managing people, and have excellent
communication, customer service and organisational skills.
Preference will be given to candidates with knowledge and
experience in structural steelwork.
IRCA registration is desirable.

Interested candidates should send their CV by Friday 30 April 2015 to:

Sarah McCann-Bartlett, BCSA, 4 Whitehall Court, Westminster, SW1A 2ES
or email: sarah.mccann-bartlett@steelconstruction.org

www.steelconstruction.org

Quality Manager
(Manager, Management)
South East England
40,000 + Benets
Quality Engineer/
Quality Assurance Technician
Manager International
Yorkshire and Humber Competitive salary
Circa 60k pa plus car, bonus
and benets

To check the latest jobs please go to www.qualityjobs.org.uk

40 | Quality World | April 2015

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www.thecqi.org
www.thecqi.org
H^\cjeidFjVa^in?dWhidYVnqlll#fjVa^in_dWh#dg\#j` | |
QW APRIL 2012
QW SEPTEMBER 2012 |3
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Implementing a Quality Management System ISO 9001 2 1112 625 750
Developing the Skills of the New Quality Manager 2 2122 625 750
Creating a Customer-Focused Organisation 2 89 625 750
Supplier Relationship Management 2 910 1819 625 750

Process Management
Process Design and Improvement 2 1617 625 750

Quality Tools
Root Cause Analysis 2 2122 625 750
Tools and Techniques for Performance Improvement 2 2324 625 750
Cost of Quality 1 20 355 425

Improvement and Change Courses start throughout the year. See left page for course details
Lean Six Sigma

Auditing
Internal Auditing of Quality Management Systems 2 301 2829 2526 625 750

These dates may change, please visit the CQI website for up-to-date information thecqi.org/Training/Public-training-courses

Contact CQI Training on: +44 (0)20 7245 6696

email: training@thecqi.org or visit: thecqi.org/training
5 minutes with
Steve Warwood, FCQI CQP, Chair of the CQI Advisory Council and
Advanced Quality Planning Manager at Morgan Advanced Materials
The Advisory Councils
(AC) primary duties
are to elect and maintain
an effective governing
body (the CQI Board
of Trustees), act as
a consultative body and
ensure the interests
of the profession and
its stakeholders.
The AC is constantly
recycling its membership,
making it a dynamic and
challenging body. Its
my privilege to support
this group of diverse
quality professionals to
make sure we represent
the views of the CQIs
membership.
Im planning to take the
AC forward to ensure
it is adding value to
the CQIs vision and
strategic objectives for
the profession.
With more than 30 years
experience in the quality
arena, I bring a wealth
of knowledge to the role.
Ive previously held chair
positions in industry and
academia, and Im used
to acting as a gladiator of
our profession fending
off the lions.
We need more parts
of the stakeholder
community represented
at the AC. Even though
we currently have a
fair representation, we
need to widen the net to
include other important
44 | Quality World | April 2015
areas of the quality
community such as
the financial and
public sector.
The biggest challenge
facing the profession
is making sure quality
is still on the business
agenda in 10, 20 and
30 years time. Our main
priority is to harness the
creativity and potential
of the next generation
of quality professionals.
The quality professional
of the future looks like
you and me but with
the vital ingredients
of good governance,
agile assurance,
evaluation and
improvement.
Quality can teach
business a lot.
W Edwards Deming
once said it all in
three simple words:
People make quality.
Theres no greater
feeling than when you
see people get quality
be it on the shop floor
or in the training room
and customers tell
you about it.
If I could go back in time
I would tell my younger
self that quality is like
Image: linda scannell
love. Everyone is for it
More
and everybody thinks
theyre good at it, but
For more information on the CQIs Advisory Council
its someone elses fault
visit thecqi.org/advisory-council
when things go wrong.
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