Using the BRC/IOP Global Standard for Competitive Advantage

How to Use the BRC IOP Standard for
Competitive Advantage
Presented by Jim Flynn - 29th August 2013

All rights reserved worldwide. Copyright © 2013 Gael Ltd.

Introductions - The Team
 Ben Taylor – Gael Ltd
 Jim Flynn – Gael Ltd


Agenda
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What is Competitive Advantage?
Examples of CA through QMS
Real Case Studies
How Can CA be Demonstrated?
Summary
Q&A

About Gael Ltd
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Glasgow based solutions Co.
100 Staff
Est. 21 yrs
2500 + customers in 70 Countries
Roots in Quality Management
250+ Food, Drink & Packaging Customers
BRC Business Services Partner
15% of UK & Irelands Top 100 F&B
Businesses

What is Competitive Advantage?
“An advantage that a firm has over its
competitors, allowing it to generate greater
sales or margins and / or retain more customers
than its competition.

There can be many types of competitive
advantages including the firm's cost
structure, product offerings, distribution
network and customer support.”

Source: Investopedia

Two Different Types of Advantage
• Comparative – Ability to produce
at lower cost than competitors.
• Differential – Unique Selling
Points. Something no one else
can do.


Many Factors


 Cost, e.g. Labour, Innovative
Processes, Raw Materials, etc.
 Production
Methods, Efficiency, Innovation, A
utomation
 Distribution
Network, Efficiency, Cost
Effectiveness, Lead Times
 Quality, Safety, Sales Effectiveness
 Etc….

Three Activities Drive CA
 Sell More Product
 Reduce Costs
 Increase Prices

Quality and Product Safety Impact ALL THREE!


Examples of Quality Driven CA
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Integrated Management
Audit Based Improvement
CAPA Driven Responsibility
Supply Chain Management
Customer Management
People and Training
Systems Integration

Integrated Management
 Growing a Regulated Businesses
 Many Documents and Standards
Across Multiple Departments
 Becomes a Costly Task
 Integrated Approach Helps
Manage This
 Drives Standards
 Releases Value Added Time

Audit Based Improvement
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Operating to Many Standards
Resource Intensive
Multi Site Control an Issue
Duplication of Effort
Audit Automation Required
Drives Corrective Action and
Improvement Programmes
 Focus on Eliminating
Problems, Waste and ‘Dead’
Admin Time

CAPA Driven Responsibility
 CAPA to Drive Performance
 Separate Systems Doing the Same
Thing
 Spreadsheets, Databases, Word based
 Islands of Data Wastes Everyone's Time
 Cross Department Consistency Reduces
Support Costs, Duplication
 Leads to Increased Communication and
Responsiveness
 Things Get Done When People are
Accountable

Supply Chain Management
 Supplier Relationships Are Key
 Is an Annual Questionnaire
Enough?
 All Supplier are Not the Same
 Communication and
Collaboration Means Brining
them Into Your QMS
 One Source of Interaction For
The Whole Business

Customer Management
 CRM, Complaints and Other
Systems
 Disconnected from Quality
Objectives
 Complaints Are Caused by the
Business or its Suppliers
 Workflow is the Answer
 Analysis is the Key to Better
Customer Relationships

People and Training
 One Overall Business
Approach
 Planning and Scheduling
 Aligning With Key Business
and Quality Goals
 Results will be Visible in
Analysis


Systems Integration
 QMS and SAP / ERP not Talking
 Causes Duplication of Effort and
Delay
 Automated SAP / ERP
Generated CAPA is the Answer
 Maximising Inventory, OTD and
Minimising Customer Disruption


Case Studies
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RX Plastics
Almarai
Dairy Crest
Glen Turner

RX Plastics
 Simplified Document Control
 Reducing Time Spent Reviewing
and Distributing
 Everyone Up to Date
 Reducing Non Conformances
 Driving Accountability Across The
Business through Workflow
 Focus on Improvement
Programmes

Almarai
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Artwork and Design a Major Issue
Approvals taking Weeks
Information Getting Lost
Difficult to Track Outstanding Issues
Impossible to Identify Common Problems
Enterprise Approach to Documents and
Workflow
 Instant Reporting and Analysis
 Approvals now 48hrs
 Continuous Improvement
Culture

Dairy Crest
 Multiple Sites and QMS
approaches
 Duplication of Effort
 Varying Standards
 Common Supplier Issue Visibility
an Issue
 Central Control of Standards
 Elimination of Duplication
 Significant Cost Savings
& Business Improvement

Glen Turner
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Manual Paper Based System
Documents Out of Date
Staff Not Following Procedures
Very Time Consuming
Could Track and Manage Key Tasks
Lack of Root Cause Analysis
Less time spent Pushing Paper
More Time Spend Adding Value to the
Business Through
Improvement Programmes

Demonstrating CA
 Must be Measured
 CAPA Workflow is Critical in Capture
 Analysis of
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What is Working
What's Not Working
What's Costing the Business
What Improvement Programmes are
Required

 Real Information Comes from and is
Owned by the WHOLE BUSINESS

QMS Plays a Key Role
 Provides the Framework for:
 Implementing a Business Centric
Approach
 Driving Responsibility and
Accountability
 Capturing Quality, Product Safety and
Compliance KPI Information
 Providing Easy Analysis Information

 Must Integrated Throughout the
Business to Work
 QMS is the Bedrock for all
Competitive Advantage

Summary
 BRC IOP Global Standards are a Key
Framework for What your Customer
Wants
 Represents Best Practice
 It Implies a Systematic and Integrated
Approach
 Implemented Properly it can Drive
REAL competitive Advantage through
Excellence in Quality Management
 Business are Doing This Already –
Learn from Them


Thank You
Thank you for viewing this presentation
For more information contact us:

Email: info@gaelquality.com
Web: http://www.gaelquality.com

linkedin.com/company/gael-ltd


@GaelQuality

Using the BRC/IOP Global Standard for Competitive Advantage

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Using the BRC/IOP Global Standard for Competitive Advantage