Making the transition
The team at Nexor began the transition by going through each of the process areas and carrying out a gap analysis against the TickITplus requirements.
An integral part of this exercise, was the preparation of a Process Reference Model (PRM) and this provided the basis of the evidence required for the TickITplus assessment together with a business improvement action plan for areas which needed further attention. The rigour needed to go through the production of the PRM prompted the organisation to take a fresh look at its processes. This helped them test the robustness of each process and also identify areas for improvement.
Nexor selected the Systems and Software Development and Maintenance Scope Profile. As the scheme takes a new approach and had yet to be published, the team at Nexor felt they needed additional guidance. Andy Kays, Head of Operations explains why they chose this route. “Our consultant, Dave Wynn of Omniprove is involved in the TickIT Steering Committee and so understood what was needed. There was no guidance or support documentation available to us because the scheme had not yet been published. Dave was therefore able to translate how the scheme works and give us guidance on how to present our processes in line with the Scheme requirements.”
And for organisations who are considering putting a quality management system in place, the TickITplus model is ideal. Organisations that are running their business in an effective way will already have a lot of processes in place to meet the requirements of the scheme.
Nexor is already seeing benefits from having reviewed each of the Process Areas and was able to identify where they were duplicating effort. Andy Kays explains, “An example of this is in procurement where we had a number of different people getting involved that didn’t need to be. So, we made one person responsible for purchasing third party equipment which not only avoids confusion but has saved time, effort and money.”
Another area in which the company has made changes is in its service delivery. “The sales team, having won client business, would come back into the office and brief the engineering team. During the life of the project, the engineering team would liaise with the client as needed on specific aspects. This often meant additional and valuable information being learnt by the engineers.
“However, this information was not routinely being fed back into the sales teams. This in turn meant that when the sales person visited the client again they could find themselves out of touch. This loop has now been closed with a formalised debrief from engineering to sales at the end of a project,” Andy concludes.