What’s got us talking

Urban Logistics A hat trick of certifications for a supply chain management client
Nomad Travel Stage 3 ISO 15189 & POCT ISO 22870 UKAS accreditation for a UK network of travel clinics.
Guildmore Construction ISO 14001 certification for a residential building contractor
ISO 17025, ISO 15189 and ISO 22870 accreditation for Lord’s Pharmacy UKAS Stage 3 documentation for Covid-19 swab sampling, followed by scope extension to include rapid antigen lateral flow testing
Covid Home Test ISO 15189 UKAS Stage 3 medical laboratory approval

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To find out more about how Qfactorial can help your business, please get in touch using the enquiry form below or, if you prefer, call us on +44 (0)1256 814111 or email kevin@qfactorial.co.uk to speak to our principal consultant.

Quality Strategy

Understanding the problem, framing the solution

Strategy can be a nebulous business. Without drive and discipline, the ‘plan on a page’ won’t actually leave the page. Or even get onto the page in the first place. We can help you to sharpen the focus and develop the detail with our simple 4-phase approach.

Key steps

1. Diagnostic

2. Planning

3. Execution

4. Change management


Focus areas

• Leadership

• Governance

• Assurance

• Improvement


A strategic quality programme that helps you to meet your survival, sustainability or growth targets.


Before we can help you strategize, we need to diagnose the scope, size and shape of the challenge. Our structured diagnostic method starts with orientation, then conversation, observation, documentation and data. Finally, after much head scratching, we present our report with recommendations for strategic workstreams.

We work with your stakeholders to develop the strategic workstreams into fully defined projects, including roles, responsibilities, tasks, budgets, durations and resources. Constraints, synergies, interfaces, risks and opportunities are identified and addressed. All this is captured in a project execution plan.

Our role in project execution will vary depending on the detail in the execution plan. Typically we support your project sponsor by take a leading role in managing and co-ordinating the workstreams. We provide technical oversight of the project deliverables, validate the outcomes and, where necessary, supply additional hands-on resources to get the job done.

AKA management of change (MoC). This is often overlooked in the excitement of execution. But let’s face it, if you don’t understand, communicate and manage the impacts of the change, your team won’t make the journey with you. Consultation and participation are critical success factors. You are going to need everyone’s support to overcome barriers to change, to mitigate risks and to successfully integrate new ways of working.

The real root cause of most quality ‘failures’ is a lack of leadership commitment. By commitment, we don’t mean simply saying and signing the right things. We mean insisting that quality standards and processes are established. We mean visibly living and breathing quality in your communications, decisions, actions and behaviours. In so doing, you become a recognised quality leader.

Quality governance comes from the rules and tools that embed quality into your business. It includes policies, programmes, plans, procedures, instructions and controls. You may already have too much of this stuff, in which case we can help you to rationalize it. If you need more, we can create it for/with you. Above all, we can provide a governance framework to help everyone understand how it all fits together.

Your strategic quality programme should be the eyes and ears of the top management team. Through feedback loops, data analysis, audits and reviews, the programme keeps the leadership informed of system maturity and quality performance. It assures top management that all is operating as it should be or it identifies issues that need to be addressed. Early identification, and even prediction of problems provides confidence that operations and risks are under control.

We all know that standing still in business is a guarantee that you will be overtaken by competitors. That’s why quality management is as much about innovation as it is about standardization. It can be a tricky balancing act, but it is possible to enjoy the best of both worlds by allowing everyone a say in the continual improvement of standards.

Without a strategy you rely on quick wits and good intentions – a risky way to run a business with no guarantee of a quality outcome.


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