QUALITY MANAGEMENT AT SKEMA CONSEIL LILLE : A FACTOR OF IMPROVEMENT
Skema Conseil Lille was ISO 9001-certified for the first time in 2011 with the support of sister structure Skema Conseil Nice. This was the beginning of the quality approach in the J.E.: since then it has improved continuously. Thanks to ever-stronger processes based on the ISO vision the performances of Skema Conseil Lille relative to customer satisfaction hasn’t stopped increasing.One of the main projects of 2016 was to confront its Quality Management System to the new stakes which are raised in the 2015 version of the ISO 9001 norm released at the end of that year. Some notions such as risk management or leadership are now at the foreground and deserve a better attention.
QUALITY IN THE J.E. MOVEMENT
Quality as a concept remains something fuzzy for Junior-Entrepreneurs. Most of the time the Quality department is considered as a group of people who are in charge of proof reading texts and controlling documents to make sure there is no mistake in it. However, behind this image, quality managers can have a very important role and tasks which might change radically the way people act in the structure. Why is Skema Conseil Lille that competitive today and why wasn’t it the case 8 to 10 years ago? Well, partly because of the 2011 quality turn. My predecessors started to think out of the box and realized that beyond everything they used to learn at school there are a lot of other knowledge sources to focus on which could make the J.E. grow. By implementing well-defined processes and working on solutions which were very unusual for the team at that time they managed to make the structure grow. One year later Skema Conseil Lille eventually became the French Junior Enterprise of the year and today it still maintains a good level of competitiveness. So the best advice which deserves to be given here is: never underrate your quality department and its impact, good J.E. inevitably have a good quality department.
ISO 9001 2008 TO 2015: HOW TOUGH?
There are not a lot of innovations from one version to the other. A structure which is already certified and just wants to update its version won’t find it hard to do. There are only a few big points of attentions to handle carefully. The major point of attention of the new norm is Risk Management. One has to know its structure, the environment and all the other actors who interact with the structure, its members, products and services. After that, actions have to be launched and their efficiency has to be evaluated. Another focus has to be made on leadership. The head of the structure has to promote the QMS, settle purposes with its team for the next terms and be fully involved in the quality policy. Thanks to management reviews the head is aware of all the performances of the team and can decide how to react based on them. Moreover leaders might change in a Junior Enterprise every one to two years but leadership will ever be there: the leadership handover process has to be implemented. The structure must define all the tools it needs to make sure the next leader won’t waste time by doing the same mistake than his or her predecessor. The last point I will focus on is strategy. Every structure needs a strategy with an action plan and goals. One has to make sure the strategy matches with the wish to have a sustainable and always improving structure so why not try to build a multiple-year strategy which overpasses a single president run.
STARTING FROM THE BOTTOM: HOW TO BEGIN?
Except geniuses one simply cannot implement this norm at the J.E. level with its knowledge background by starting from zero. The best way to get a chance to pass the norm is to ask for help. Confederations but also very good J.E. will be available and take on their free time to support smaller structures efforts relative to Quality management, simply because they know what kind of struggle it is. Experience and knowledge transfer are the key of success for Junior-Entrepreneurs in the Quality branch…