The company had previously attempted attaining an ISO 9001 certification but failed. We went through the findings and protocols, audited the practices of the organisation, and identified subsequent gaps. We then had a meeting with heads of departments and directors to share our findings that laid the foundation of our action plan blueprint. We even shared the expected support required from the leadership team. Although there were some concerns, the meeting was concluded with a consensus from all.

We then articulated the Standard Operating Procedures (SOP), keeping in mind the gaps raised by the external auditing team and our initial audit finding which we regularly shared with the leadership team as we built the final document. All queries were raised and addressed right from the onset so that everyone was aligned.

Our next step was to hold a meeting with the second-in-command team, at the supervisory level, and the operations team. We shared the need for intervention with them and details of the SOP so that we could address shop-floor related issues at the earliest.

To ensure documentation for future external auditors were in place, we build the maturity of the system with appropriate records and got them signed. This helped validate the robustness of the system and provided a central location to access them all.

We were confident with what we have built and this confidence was reinforced by external auditors who highlighted the transformed training process and HR as key features and awarded the company with an ISO certification.

Post the successful certification, we worked with identified resources of the organisation and trained to maintain the system and the set standards.