The CQI policy on quality management consultancy

Many organizations planning to embark on quality initiatives (ranging from business improvement to systems implementation, to business excellence projects) employ internal and external consultants to facilitate the work programme. Therefore, consultants play a vital role in embedding quality approaches in organizations and helping them improve the quality of products, services and business processes, reduce cost, manage risks and satisfy customers. The CQI takes the position that the effectiveness of quality management consultancy is of national interest.

The issues

However, the CQI believes that:

1. The value of services offered by consultants can vary widely from company to company and from individual to individual. Furthermore not all consultancy on quality initiatives is delivered by people who call themselves quality consultants such as BPM, Black Belts, Strategy Mentors etc
2. Currently there is no straightforward well-publicized process for a prospective client to find a consultancy firm or an individual consultant with the competencies required for their work programme. Many go on personal recommendations but this can be a mixed blessing as what suits one organization will not necessarily suit another
3. Currently there is no nationally accepted recognition scheme for quality management consultants, similar, for example to that for engineers, scientists, doctors and other professionals. As a result anyone may call themselves a quality management consultant and offer consultancy of unspecified value and charge customers for the privilege.
4. The government recognized the need for a nationally accepted recognition scheme for quality management consultants during the late 1980s when it established the Association of Quality Management Consultants but this was not sufficiently funded nor promoted by government to take on this role and eventually was amalgamated into the CQI to become the CQI's Management Consultants Register. Having developed the register further and strengthened the independent recognition process of peer review, the CQI's Management Consultants Register is now the ideal vehicle for such a scheme.
5. Historically certification bodies have looked for additional value streams and seen consultancy as an opportunity to increase revenue. Despite the stated intentions of the UK Accreditation Service, a few of the accredited certification bodies appear to be offering consultancy services in one form or another to companies that also receive their certification services. This has raised concerns relating to conflict of interest; this approach is open to abuse; it dilutes the value of certification in the eyes of the marketplace and it can focus registered organizations on certification as the goal rather than business performance and excellence.

The CQI advocates that

Government:

• Encourage widespread recognition of the CQI's Management Consultants Register and promotes its use to users of quality consultants

Users of quality consultants:

• Engage, where possible, consultants on the basis of independent recognition; and on proven competency in the disciplines required; their independence from any conflict of interest associated with the work they perform and who have had relevant management experience
• Engage quality consultants by agreeing a clear workable assignment brief and monitor performance in conjunction with the consultant during the course and at the end of the assignment. (Note: Users seeking a quality management system consultant may refer to ISO 10019:2005, Guidelines for the selection of quality management system consultants and use of their services)

Quality consultants:

• Seek independent recognition of their services to independently verify their competencies
• Only undertake work for which they are competent and that all work is based on clear workable assignment briefs
• Actively encourage and participate in client performance monitoring of their services during the course and at the end of their assignments.
• Notify clients of any potential conflicts of interest and do not undertake any assignments where the conflict of interest is significant enough to compromise their performance or their integrity

Certification bodies or their representatives:

• Do not offer consultancy services, directly or indirectly, to an organization for which they will subsequently be carrying out certification services. (Refer also to the CQI/IQA position paper PPB-02-52.)

The CQI

Will work with government, quality consultants, certification bodies and users to:

• Periodically review and update this policy
• Encourage the effective implementation of this policy
• Periodically report on the implementation of this policy to all stakeholders

CQI Policy

T: +44 (0)20 7245 6722
F: +44 (0)20 7245 6788
E: cbithell@thecqi.org
CQI: www.thecqi.org
IRCA: www.irca.org