Category Archives: news

Are you ready for the new standard(s)?

7 March 2017

shutterstock_212748979You are seriously considering, or have already decided, to make the transition to ISO 9001:2015 and/ or ISO 14001:2015. An important step in which you will find that the new ISO standard(s) offers more added value to the organization than just requirements in terms of quality and environmental management.

First of all, the standard(s) have been put into a completely new jacket, that of the High Level Structure (HLS). This complies with ISO 9001/ 14001 core requirements, which are generally applicable to all ISO management systems. All new and revised ISO management system standards will be built according to this structure. Integration of quality management with, for example, environmental and OHS management or information security becomes so much easier. As a result, management systems will better match the trend of integrated management.

The second important aspect of the ISO standards is that they make a direct link between busness strategy and operational management. In other words, the HLS implies that management systems that exist only in the ”real” business are belonging to the past.

Not only for directors, but especially for the KAM managers, the new standards offer interesting opportunities and challenges. They can take their role as a connecting link between strategy and operation, namely the translation of the ”euro” and the risks involved in the strategy to operational processes. On the other hand, they must Ensure that information about performing the operation becomes management information again. This role can be taken immediately upon the transition to ISO 9001:2015 and/ or ISO 14001:2015

What do you need to do to establish the context?

19 July 2016

Of course we use the ISO 9001:2015 standard for this purpose in mind. So let’s look at the side bar leiderschapstandard text first. In summary, the standard states that there are three things an organization must consider to establish the context:

  • Internal and external issues
  • Understanding the needs and expectations of the stakeholders
  • The products and services of an organization

The nice thing is that standard describes what an organization needs to do but not how to do it. This allows you some space to give your own interpretation which suits your organization. On the other hand you have the chance to remain behind, with numerous possibilities and where do you even start?

Internal and external issues:

For example. what is meant by issues; which is an extremely general term. We mention some examples here so you can get a better picture what internal and external issues can be. What do you think about the market situation in which your organization is located right now? Someone who is in a niche market has a completely different strategy than someone who operates in a highly competitive market. Another issue you can think of is for example the corporate culture. What is the core value of the organization, how do you communicate and what kind of leadership is present? These things are quite determine for you to accedes to customers.

In management land there have been countless models appeared over the last years, you can use these models to identify internal and external issues. Like SWOT analysss(Strenghts, Weaknesses, Opportunities and Threats) or a risk and opportunity analysis.


Often we can say three stakeholers: customer, shareholder (s) and staff but have you also thought about suppliers, local residents, the bank, the government, competitor, partner (s), students, interest groups and the media? When you are aware of the influence that these parties can have on your organization, then you are able to act for example: by writing a protocol for when you approached by the media or by anticipating developments taking place in the market.

The products and services of an organization:

This speaks for itself but it is sometimes difficult succinctly to give a display of products and services? ”We are actually doing alot!” It may help to cluster all products and services under a few main activities, such as cleaning, maintenance, installation, etc. For example if we look into the standard, there is room to describe these activities into process descriptions and work instructions.

In response to the paragraphs above:

If the points above have been mapped, then there is a good base for the context. Every organization already thought about the context, but it’s good to think about it over the years and if it’s possible to tighten it. We live in a dynamic world where the pace of change, through applications such as the internet, is increasing and organizations requiring optimal alertness. With this article we hope to have provided you to actively deal with the context of your organization to get started. We wish you good luck for now and in the future.


Be normal, that’s crazy enough!

19 July 2016

A typical Dutch pronunciation. We love to have a down to earth approach, both private and business. We have many successes with it all around the world. But are we aware of our attitude? Do we use these correctly during business meetings? It can be very useful to reflect on your own culture/ behavior sometimes. We talk about three typical Dutch business properties, to get you started. Recognizable?

1. Targeted and Direct:

We Dutch people have our goal and we go directly towards it. Nothing is wrong about that of course, but we need to take into account that the person sitting across might don’t like this attitude. Directness can be experienced as pleasant but it can also create the wrong impression. It can be experienced as threatening or arrogant for other people.

2. Look for the middle ground:

Consensus in the Netherlands is of paramount importance. We seek to a solutions where each organization benefit from and that can cost quite a few meetings. The ultimate example of this property is of course the ”poldermodel”  it’s not always liked by everyone but ultimately it brought the Netherlands a lot and it offers more space for the human aspect. The people abroad also sees this property of the Dutch. The French researcher Jacqueline de Bony once observed: ”Children in the Netherlands get the consensus from the beginning of their life”. Where the French children start the day with arithmetic, the Dutch children form a circle in the classroom where everyone has the opportunity to share his/ her story and other children listen without criticizing.

3. Flat organization structure:

You can find an open and informal culture often within SMEs. There are a few or no intermediate layers of management and the communication with each other is a lot. Often the entrepreneur also rolled his/ her sleeves to help around in the organization. This mentality of dealing where there is a shared responsibility is liked alot in the Netherlands. The study: the success formula of SMEs of Twynstra Gudde Consultants & Managers under succesful performers such as energy proviude Green Choice, internet agency Mangrove and software producer Twinfield, even mentions it as one of the 10 success factors for an SME organization.

Note: of course, we talk in this article about stereotype. Every organization is different and has a mix of different characteristics.

To what extent is risk management applied within our business?

3 March 2016

Risk management has gained a stronger focus within the new ISO 9001. The concept runs like a thread through the chapters and adds a new dimension to business. Given this change in the application of ISO 9001, the question arises: to what extent entrepreneurial Netherlands, is already familiar with this principle and risk management uses in its process?

In our search we came across the “National Survey on Risk Management in the Netherlands,” which was commissioned by the University of Groningen; Nyenrode School of Accountancy & Controlling; NBA and PwC conducted in 2009 and 2014. The research team believes that there are still many opportunities for improvement in the Netherlands in the areas of risk which we like to share with you.

The research team gives three reasons as justification why precisely improvement is needed in the area of risk management.

  • The first is; that several studies have shown that defective or inferior risk management has been one of the causes of the financial crisis and that this needs to be properly prevented in the future.
  • There is the risk that if organizations themselves do not take steps, the government will intervene in the form of more laws and regulations.
  • Finally, there is the danger that cutting back on financial instability in key areas of risk, which organizations will be more vulnerable.

Which are the missing opportunities ?

One of the impressions the research team received from the responses, is that risk management is still heavily driven compliance. The focus in our risk management is still too much to counteract negative effects rather than exploiting opportunities in the areas of profitability and growth opportunities.

Another point is the frequency at which enterprising Netherlands involved with the identification of relevant risks. As does two-thirds of the 727 respondents this no more than once a year and has 13% of the respondents never done it. One advice of the research team is to take time to identify risks, analyze them and thereby Ensure ”contradiction which provides a broader view” and takes place at all levels of the organization.

Tot slot is het onderzoeksteam niet blind voor de uitdaging waar organisaties voor staan, risicomanagement integreer je niet zomaar. Daarnaast kunnen we ook niet alle risico’s managen en   blijft het mensen werk en daardoor afhankelijk van de perceptie van degene die het toepast.

Finally, the research team is not blind, for which challenges the organizations face, risk can not just integrate. We can’t manage all risks and remains the work of man and therefore dependent on the perception of the person applying it.

Bron: Hoeveel zijn we opgeschoten na de crisis? Tweede Nationaal Onderzoek Risicomanagement in Nederland, oktober 2014, ISBN/EAN: 978-90-75103-79-3

Would you like to carry out a risk assessment?: click here for more information.

Frank Verstraten over Risicomanagement

3 March 2016

FrankWe spreken vandaag met Frank Verstraten. In zijn ruim veertig jarige loopbaan heeft hij bedrijven op vele manieren bijgestaan in hun management, vooral op het gebied van de energiemarkt, overheid, onderwijs en zorg. Daarnaast heeft hij de laatste jaren ook lesgegeven aan de hotelschool Maastricht waar hij de minor risicomanagement doceerde.  In opdracht van QualityMasters begeleid Frank bedrijven en instellingen op het gebied van ‘Risicomanagement’. Met zijn ervaring binnen dit werkveld, vroegen wij hem naar zijn definitie.

Volgens Frank is risicomanagement voor ieder bedrijf van waarde. Een organisatie weegt continue haar risico’s en kansen af en neemt daarop beslissingen. Hoewel dat in eerste instantie vaak wordt ingegeven door gevoel is het ook goed risico’s en kansen specifiek te benoemen. Met welke externe en interne factoren heeft mijn organisatie te maken en hoe beïnvloeden die mijn product of dienst? Zijn er misschien risico’s of kansen waar we aan voorbij gaan?

Je kunt risico’s en kansen in allerlei categorieën indelen. Zo kun je risico’s benoemen op het gebied van arbeid, vastgoed, productie, milieu, financieel en aansprakelijkheid, hetzelfde geldt voor kansen. Wanneer je als organisatie gaat kijken naar de risico’s en kansen is het ook belangrijk al deze aspecten in beschouwing te nemen.

Niet alle risico’s en kansen kunnen in één keer worden opgepakt. Om prioriteit te kunnen geven zijn er verschillende methodes ontwikkeld. Een vaak gebruikte formule hiervoor is R = K x S. Hierin geeft ‘K’ de schadekans weer, deze is o.a. uit te drukken in tijd. Bijvoorbeeld een kans van één keer in het jaar. De ‘S’ geeft de schade omvang weer. Vaak wordt deze uitgedrukt in geld. Uiteindelijk geeft de vermenigvuldiging van de schadekans maal de omvang het gewogen schadebedrag aan.  Op basis van deze berekening kan het management een prioriteit toekennen en bepalen in hoeverre het risico acceptabel is.

Uiteraard is er nog veel meer te vertellen over risicomanagement maar het belangrijkste voor een organisatie is om het risico denken onderdeel te maken van het DNA. Hierdoor is de organisatie beter voorbereid en in staat zich te onderscheiden in kwaliteit.

Wilt u een risico-analyse laten uitvoeren?: klik hier voor meer informatie.

Is een KAM-systeem voor iedere organisatie geschikt?

25 August 2015

kam 2In basis kan deze vraag positief worden beantwoord. Of het opzetten van een KAM-systeem zinvol is, is afhankelijk van het soort product- en/ of dienstverlening. Het spreekt voor zich dat voor een productieomgeving met milieu belastende activiteiten een KAM-systeem eerder zinvol zal zijn dan voor een kantooromgeving. Toch is het voor iedere organisatie geschikt, zeker als we de huidige wet- en regelgeving in beschouwing nemen en de normen en waarden in onze westerse maatschappij.

Vandaag de dag zijn thema’s, als Maatschappelijk Verantwoord Ondernemen (MVO) en ‘Duurzaamheid’, voor veel organisaties in Nederland een belangrijk uitgangspunt geworden bij hun bedrijfsvoering. Iedere organisatie heeft te maken met het milieu en haar invloed daarop, daarnaast heeft iedere organisatie met personeel te maken met de Arbowet. Dat bestaat niet alleen uit het voorzien in een veilige werkomgeving en deugdelijke middelen maar ook het regelen dat de medewerker goed op zijn of haar plaats zit. Een KAM-systeem borgt onder andere dat het bedrijf voldoet aan Arbo- en milieuwetgeving en de Kwaliteits-, Arbo- en Milieueisen van de belanghebbenden (klanten, leveranciers, omgeving, medewerkers, directie, aandeelhouders, etc.)

Het KAM-systeem is gebaseerd op de bekende PDCA cirkel (Plan-Do-Check-Act) ook wel verbetercirkel genoemd. Door de geplande activiteiten uit te voeren en vervolgens te controleren, kunnen die op basis van de bevindingen waar noodzakelijk of gewenst worden bijgesteld. Dit is een continu proces van verbetering wat voor iedere organisatie van levensbelang is. Is daarmee een KAM-systeem een must? Nee, wel is het goed om bewust met deze aspecten om te gaan en er invulling aan te geven. Het helpt de organisatie op beheerste en verantwoorde wijze verder te groeien en op cruciale momenten de juiste beslissingen te nemen.

Auteur: Dik Roeland, Directeur QualityMasters