Feb 2012, p48-49

Lists the tools that quality professionals should be aware of and able to use if necessary.

Feb 2012, p24-29

Describes the circle diagram, a tool for understanding how  information flows in a process. Argues that tools such as this one are necessary for efficient communication and that relying on words alone to communicate can contribute to quality initiatives not being successful.

Feb 2012, P36-41

A look on the different cultural perceptions people have of what ‘quality’ is and how careful a company should be when involved with a foreign organization.

Feb 2012 p30-35

Discusses systems for crisis management. Argues that crisis management comes in layers, the first of which is emergency management –“ the rapid and effective treatment of people”. After that comes crisis management, “your mechanisms to cope with a crisis – your response structure”. Then comes business continuity management – keeping critical functions running throughout the unexpected event. Gives examples of good and bad management in the face of disaster. Emphasises the importance of good communication links. Outlines briefly 5 steps you need to take when you first find out an event has occurred. Argues that having an effective response is necessary to save both your business and your reputation

Dec 2011, p20-25

Six English experts give their views on some of the challenges facing SME’s. Some of the issues discussed are the differences in quality models and applying those models  for SME’s s compared to larger organisations, how they can encourage employees to embrace quality, would a QMS help or hinder a SME, and why they should apply quality tools and techniques.

Nov 2011,  p45

David Straker reports on the process involved in making a decision. He looks at how you identify who is responsible for making the decision, whose agreement is needed and who should be consulted and informed of the outcome. Then he looks at  questions   that can improve the quality of decisions. This process, combined with risk, assumption and issue management, form a set of controls known as “RAID” management.

Feb 2012,  p50-51

Points out that when you set metrics you are predetermining an outcome, not the size of the outcome, but what the outcome will be. It  determines what people will be working towards.  Cost reductions, he warns, are a  poor metric, and that no organization has shrunk themselves to greatness.

Nov 2011, p26-29

A brief  look at the auditing of suppliers in the global food industry. Notes that suppliers are looking for value added audits that not only identify weaknesses but provide examples of strategies to overcome those weaknesses.

Nov 2011, p18-21

In spite of uncertain economic conditions supply chain sustainability is as necessary as ever. Lists four areas that are crucial to sustainability – waste, ethical trading, energy use and audit. Mentions  the Chartered Institutes of Purchasing and Supply’s sustainability review tool as one method of measurement discusses BS 8903 for good procurement practice

Nov 2011, p14

“The driving force for the 2011 edition of ISO/IEC 17021 was the need to specify requirements, not simply to offer guidance” on auditor competence.