Firstly, I need to get an understanding about your commitment to investing in QA; at least let me know why you want to talk with me and what your aspirations are. This point is absolutely crucial because I must know about your reasons for engaging with QA and your ultimate goals.
Then, most likely I will suggest conducting an assessment of your operation in order to understand your current business structure and service standards; this includes reviewing your existing service guidelines and requirements. If you don’t have any – don’t worry, you are not alone.
Once we (you and I) have defined the loop-holes, we will move on to defining a plan on how to move forward. Allot depends on your operation because we don’t want to make this process too complex. I will try to keep it simple but certain processes are critical within the QA process. There are various ways to get started – we don’t have to aim for a “gold star standard” - if you want to - that would be excellent! - but we may start with targeting the “bronze level”. Gold-stars were not borne overnight…
A non- negotiable QA element will be identifying key-players of your operation who must be involved in the process. This is because I will suggest forming a QA committee which aims to obtain the staff buy-in. We’ll do a presentation to the selected committee members and explain what we seek to accomplish and that their input is of utmost importance.
After the QA committee is set up we’ll announce our intention to all staff members – although the secret might have already leaked out. The aim is to obtain a full acceptance for QA from all members of staff. This means that we may have to do some “missionary work” to convert the “non-believers” or cynics.
The next part will be to elaborate our plan which will include defining a time table – of course we will consider the business level of your operation. Business always comes first – BUT we also have to press forward with the program. This is part of the overall commitment for QA!
The above mentioned process is called the “Introduction Phase”. Getting this phase right is of paramount importance as it is the foundation of your QA program.
The next phase is called “Meshing” when we review loopholes, current conditions of management and training etc and address how some of these issues can be resolved. During the “Development Phase” we have a look at the cost of error, then start developing standards of performance and set a roadmap to enhance training matters. The fourth phase is called “Diffusion” – which is the implementation part of the program; training will be in the forefront. Last but not least comes the “Measuring and Monitoring Phase”.
If all this sounds complex to you, it isn’t - trust me: these processes do NOT have to be complicated! We tailor this to your operation and your specific needs.
I will address these topics in my “News” section but for a more comprehensive breakdown of implementing a QA program, please get in touch.
A thorough assessment of your operation will be conducted – what is in place and what is missing.
I will also look at your current structure of guidelines or SOPs; this includes reviewing your existing documents based on your requirements.
You will receive my recommendations and solutions on how to strengthen your legal obligations. SOPs are rules or standards which are required within a QA process. Again – this process does not have to be complicated!
For more detailed information and to discuss your requirement