John Mills is a chartered member of IOSH (Institute of Occupational Safety and Health) and the CQI (Chartered Quality Institute) and has been an active member in both organisations for several years. John holds an MSc in Health Safety & Risk Management along with the professional certificate in quality management and has worked in QHSE for over 16 years since graduating from University in 2003 with BSc (Hons). John has worked in high hazard industries such as offshore oil and gas, international shipping, heavy onshore manufacturing / welding and most recently the International rail industry with Nomad Digital. John has a passion for quality and HSE, as well as audit and assurance activities in an active role supporting global operations at Nomad Digital overseeing the QHSE team based from Nomads head office in Newcastle, UK.
People wearing several hats?
Every company has some form of quality department, whether it be embedded into someone’s role in a very small SME, (where people wear several hats) which might have a general manager running around doing three jobs. Right through to huge global superpowers who have administrators, officers, coordinators, managers, directors, and vice presidents (the list goes on) with a quality tag stuck on the front of their roles, totalling 100’s of people within a large organisation.
On the front of it, it might look like the larger companies care more about quality, but this isn’t always the case. Yes, they have more people and do more business (larger by definition) but the quality impact potential of both companies is still 100% if quality is embedded correctly. What is quality impact potential I hear you ask? It’s simple – the ability to have influence from every angle, everywhere in an organisation. In safety this is often referred to as an ‘interdependent safety culture’. Quality is no different – if it can be achieved, that is, and a culture certainly exists, or it doesn’t exist.