A certified manufacturer. The same defects, every quarter.
Certified to ISO 9001, 45001 and 14001 for years, factory and project sites across the UAE, and 845 non-conformances in under three years, more than half with no root cause recorded. The client is identified only with their approval.
Engagement in progress
This page is evidence of analysis and design work. Results after implementation, meaning recurrence, cost and audit performance, have not been published.
The brief
Why the certificate was not the system.
Three standards, years of certification, and a factory that knew which defect would come back next. Non-conformances were fixed without a recorded cause. Checks were signed after the work. The legacy system recorded the process and enforced none of it.
The engagement runs in phases: a diagnostic, a re-design proposal, a co-designed quality-management-system package, and alignment of the new system with the client’s ERP implementation, module by module. Certification has continued throughout. Handover follows the ERP go-live.
Scope of the work
97
pages of diagnostic, and one page for the board
13
systemic themes behind 118 findings
100+
procedures re-drafted into one library
0
non-conformances linked to the control point that should have caught them, at the start
Milestones
Delivered so far, by phase.
Phase 01Kick-offSponsor, coordinator, access to the floor and the record.
Phase 01Gap analysis97 pages; 118 findings under 13 themes; the one-page version carried the decision.
Phase 02Re-design proposalWhich decisions protect an irreversible outcome; which rules exist only for the binder.
Phase 02Quality-system packageCo-designed processes, gate specifications, a shorter manual. A readiness review against what was then the draft next edition of ISO 9001. Not a certification result: 15% of requirements fully addressed, 85% partly addressed, none unaddressed.
Phase 03ERP alignment testing23 ERP modules tested against the new system; 200 findings in one alignment register; a 40-action gap-closure plan sequenced to go-live.
Designed changes
What the re-design changes.
01Every non-conformance asks which control point failed or was missing, and ends in a design change with an owner.
02Release to production is specified to hold for defined evidence inside the ERP, not on a form signed afterwards.
03Over 100 procedures re-drafted into one library, navigated by value stream rather than ISO clause, with named process owners.
04Defect families and gate refusals designed as leading indicators to be read monthly, not counted annually for the audit.
The engagement is live. Outcome figures, recurrence, cost and audit results after go-live, will be published with the client’s consent, not before.
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