The Goldcert Approach
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The Goldcert Approach is direcly derived from the professional background and extensive experience of the founder, Rody Ryan.
It provides a framework for any organisation, large or small, to make the distinction between "quality" and "business" a thing of the past.
The Goldcert Approach consists of a flexible series of Programs that help organisations at different levels of maturity to integrate management systems such as ISO 9000, ISO 14001, OHSAS 18001 with the business management system itself.
Level 1: "Setting the Direction" addresses the challenge of moving from mechanical compliance to a broader business definition of quality. It establishes a clear road-map for the future development of the system.
Level 2: "Drivers for Continual Improvement" addresses the challenge of developing the system "tools" to establish a genuine platform for continual improvement, and not just a platform for mechanical compliance.
Level 3: "Building the Business Model" addresses the challenge of carrying the changes through to the goal of a streamlined Business Model where quality and continual improvement are a natural and integral part of how the organisation does its business.
These training and consultancy Programmes are normally adapted to reflect the needs, size, resources etc of individual clients.
Goldcert Certificates for training and achievement are awarded to individuals and organisations as the Programmes evolve.
Goldcert Level 1 Programme:This Programme addresses the challenge of moving from mechanical compliance to a broader business definition of quality. It establishes a clear road-map for the future development of the system.
Activities:
- familiarisation with current activities and related documentation
- appropriate training on "Getting REAL Value from ISO 9000" and the Goldcert Management System for Executive Management, Line Management and the Quality Function
- assistance in planning for future changes
Outcomes:
- A common mind-set and shared language for effectively tackling the challenges of the months and years ahead
- A short, coherent Vision Statement for the future role of the system, agreed between Executive Management and the Quality Function
- Clear insight into the obstacles that currently threaten that Vision
- Milestones and programmes to address those obstacles on a phased basis
This Programme addresses the challenge of developing the system "tools" to establish a genuine platform for continual improvement, and not just a platform for mechanical compliance.
Activities:
- Procedures to focus on key decisions that prevent predictable time-bombs
- "Records" aligned with a metric management system
- Systematic tool(s) to manage change (whether reactive or proactive)
- Using internal audits to determine effectiveness
- Streamlining these changes through use within the quality function and a number of pilot areas
Outcomes:
- Sharper control on the format, approval and usefulness of procedures
- Measures of effectiveness in place for key processes
- Clear criteria for the closeout of significant changes to the system
- Management process included in the documented system
- Parallel/redundant processes clearly identified and contained
- Internal audits increasingly focus on the effectiveness of processes
- Compliance with ISO 9001:2000
- A platform for systematic continual improvement rather than a platform for mechanical compliance
- A living awareness of quality at all levels of the organisation
This Programme addresses the challenge of carrying the changes through to the goal of a streamlined Business Model with little or no distinction between quality and business.
- Progressive deployment of the new approach across all areas
- Identifying and improving upstream sources of preventable errors
- A systematic approach to "getting it right first time"
- Identifying measures of effectiveness for all key processes
- Strengthening the change management process through systematic use
- Controlling deviations from procedures in a systematic manner
- Aligning internal audits with management objectives
- Reducing unnecessary variability in the system
- Eliminating the distinction between "quality" and good business practice
Outcomes:
- A fully deployed Business Model to manage both the stable and the transitional activities of the business
- Systematic balance between control and flexibility
- High visibility and control of significant changes
- Internal audits an integral part of managing the business
- Mature metric management system
- Quality and systematic continual improvement a natural and integral part of how the organisation does its business
- Sharing of best practice within and across all sites
- Strong quality culture across the entire organisation
- Compatibility with ISO 9004:2000
- World class organisation!
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