InProc Quality Management System

Transcription

1 InProc Quality Management System

2 Contents 1. Policy Statement 2. Introduction 3. Working with our clients and programme participants 4. Reviewing and feedback 5. Relationship Management File 6. Project Management Structure and Roles 7. Ensuring and promoting high professional standards DOCUMENT INFORMATION Author: Owner: C Hewitt D Cox VERSION HISTORY Amendment/Reason Version Date Created 1.0 June 2012 Policy refresh 1.1 June 2014

3 1. Policy Statement InProc Ltd is dedicated to the continuous improvement of its services. To this end InProc seeks to work in collaboration with its customers, consultant partners and staff, working together for our mutual benefit. This collaboration is entirely dependent on excellent communication between all parties. To support this, InProc will seek to elicit feedback and promote discussion at all stages of all its contracts. 2. Introduction Our Quality Management System is based on: Working in close partnership with our clients and programme participants. Continuous reviews, before, during and after programmes, allied to a willingness to modify design in response to review and feedback A project management structure in which roles and accountability are transparent Ensuring and promoting high professional standards amongst all our staff and consultant partners 3. Working with our clients and programme participants InProc regards the partnership with its clients and clarity of communication as vital in assuring quality. Milestones in this relationship include: Clarification and agreement of aims, objectives and desired outcomes Proposing solutions and implementation of these in the workplace Agreement of evaluation processes and criteria Systematic seeking of feedback from participants, clients & our staff at all stages of the contract To aid and guide client partnerships InProc uses a Relationship Management process, which is instigated during the first stages of a contract. In partnership, we seek to define our customer s needs, and to propose solutions. This process also considers the requirements of the supplier(s) in relation to those of the customer. The process is carried out through meetings, and other means and agreed at project review points. How we do business We conduct our business on ethical grounds We establish partnerships, working with our clients rather than for them We empower our consultant partners and staff We seek mutual collaborations with organisations and individuals We believe in the value of workplace diversity We take the long view The tool to ensure this process is a working document - Relationship Management File.

4 4. Reviewing and feedback There are two main ways in which we gather data in order to evaluate the quality of our work. Reviewing, with everyone involved, is the primary means of obtaining data upon which to base evaluation and ensure quality. Discussion, review and feedback is intrinsic to the way that InProc maintain and drive up quality. Surveys may be used formally before, during and after a programme, both to elicit feedback and also to measure change by comparing any individual s responses over time relative to the programme. Ongoing Continuous Improvement The Quality Management System applies not only to individual contracts, to ensure customer needs are met, but also as a continuous improvement cycle which promotes innovation. 5. Relationship Management File The Relationship Management File is a working document and the tool for collating all the evidence for quality assurance, containing, for example, the agreed aims & objectives of the contract the expected outcomes of the contract processes for review, transfer and evaluation during and following the contract the logistics of delivering the contract communication processes to be used in preparing, delivering and evaluating the contract the people involved in delivering the contract A record of feedback during and after the contract a record of the evaluation process for the contract The InProc Relationship Manager is accountable for the instigation and maintenance of the Relationship Management File. Input to the file can be made by any of the stakeholders in the Contract, but is likely to be mainly by the Relationship Manager and, where appropriate, Programme and Event Managers. The Relationship Management File is updated regularly, and provides a record of the progress of the contract. Relationship Management File Financial Agreement Proposal Client briefing and background documents Evaluation / ROI Criteria Logistics and administrative arrangements Programme Plan Health & Safety arrangements + risk assessments Records from consultations Feedback from participants Feedback from clients Feedback from Partners Feedback from Staff Evaluation Report

5 6. Project Management Structure and Roles Contracts are managed by the following structure: The contract will be managed by an InProc Relationship Manager. The Relationship Manager is accountable to the client and is responsible for the client relationship. Where a consortium, joint bid or collaborative arrangement prevails, the contract will be managed by an overall Relationship Manager from one of the partners, supported by a deputy contract manager(s) from the other partner(s). Deliverables within the Contract are managed by the Relationship Manager and a Programme Manager with the relevant skills and experience supported by the Relationship Manager. The Programme Manager is briefed by and reports to the Relationship Manager. The Programme Manager is responsible for the Inputs to the design, delivery and evaluation are sought from the client and the participants themselves. Additional staff are briefed by the joint team of Contract and Programme managers. All those involved with the programme are engaged in the feedback process to provide data for evaluation. 7. Ensuring and promoting high professional standards The strength of InProc is derived from the quality of our staff and the experienced and talented people in our associate network. The design and delivery of our consulting and learning programmes is carried out by experienced people with a proven track record of high quality work in their chosen field. We establish clear expectations of excellence with all of our people, and place responsibility for delivering on these expectations on all of our people. We support continued learning and development of all of our colleagues within the network, including: Project debriefing, to share best practice and lessons learned from contracts Mentoring for staff development, to make available the wisdom and experience of our most senior staff to all of our staff, ensuring that all work undertaken is of the highest possible calibre. Ideas Days providing a platform for consultant partners and staff to share best practice and innovate. Membership of appropriate professional institutions Gaining nationally accredited qualifications Undertaking vocational training and self-directed learning We are constantly innovating. It is in our commercial interest not only to be excellent at what we do, but to be creative and innovative in the way we do it.