About us
ISO certification: from obligation to success
In the 1990s, Boswinkel & Partners was approached by a company that was facing a challenge. Without ISO certification, they could no longer participate in tenders for important customers. Although the company was dreading the perceived paperwork, they saw no other option.
Our approach: smart certification
In the first telephone conversation, we immediately indicated that ISO certification does not mean that everything has to be on paper. You only describe those processes that are really important to your company, supplemented with a few mandatory ISO elements such as internal audits and management reviews. Within a few months, the company obtained the ISO certificate.
What helped? The company naturally understood that you have to deliver what you measurably agree with customers. This allowed us to work quickly and efficiently.
A sustainable result
The certification was the start of a process that continues to this day. Together with Boswinkel & Partners, the company focused on three important pillars:
- Continuous improvement
- Process optimization
- Involving employees in their role within quality management
This focus led to tangible results:
- A higher return that was well above the industry average.
- Satisfied shareholders who saw the company as an example within their group.
The role of Boswinkel & Partners
Over the years, Boswinkel & Partners fulfilled various roles: from expert to facilitator and sometimes even devil's advocate. Depending on the phase the company was in, we adapted our support.
But that was not always without challenges.
The biggest challenges and our solutions
1. Improvement fatigue
“Why put more energy into small improvements, if perfection is unattainable anyway?” That question came up often. We kept continuous improvement alive by:
- Conducting an improvement analysis with key people every six months.
- Discussing observations and points for improvement during management reviews.
- Involving management in plans for further growth.
2. Loss of the guiding coalition
Managers sometimes leave the company, which can reduce support. We worked with the organization to keep the guiding coalition up-to-date, as described in Kotter's change management model.
3. Internal audits
When audits by internal employees caused undesirable side effects, Boswinkel & Partners took over the internal audits. This ensured objectivity and more results.
4. Project evaluations
The company works with customized production lines in project form. After completion of a project, it is essential to learn from experience:
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- Technical details.
- The process of working on a project basis.
- The unique characteristics of the client organization, such as a critical buyer.
We introduced a simple method for project evaluations. But we ran into the so-called “project manager disease”: as soon as a project is completed (and the last instalment payment has been received), project managers are already fully focused on the next project. With targeted support, we kept the evaluations on the agenda.
5. Sales processes
Everything that sales agrees with customers must be included in the quotation, order or ERP systems. This remains a point of attention. Together we worked on concrete solutions to support sales in this.
A result to be proud of
Thanks to ISO certification and the focus on quality management, the company has not only strengthened its position in the market, but also achieved structurally better results. The higher return and satisfied shareholders speak for themselves.
The collaboration with Boswinkel & Partners has shown that continuous improvement is possible, as long as you keep the right focus.
Curious about what we can do for your organization?
Contact us and discover how we apply quality management in a smart and effective way.