CHARTERED PRACTICE
QUALITY MANAGEMENT
SYSTEM
OVERVIEW
RIBA Chartered Practice Quality Management System
Any project is a journey and as does a journey
it becomes easier to envisage, plan and execute
with a good map. What is true for a project
is also true for your practice and having a
management system for various functions
means that the wheel doesn’t have to be
constantly reinvented and consistent ways of
working can be understood and adopted by
everyone. When things don’t go quite according
to plan on a journey, a map can become a
life-saver as it allows you to find a way out of
trouble. You can find where you are and then
plot a route around the problem to where you
want to be.
The RIBA believes that quality management
is core to a business’s success and integral
in providing quality assurance to the RIBA
Chartered Practice scheme. All RIBA Chartered
Practices are required to have an appropriate
Quality Management System (QMS). This
system provides a map specifically designed for
the business of architecture and will enable your
practice to establish a formal QMS.
© RIBA 2017
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RIBA Chartered Practice Quality Management System
RIBA Chartered Practice QMS Contents
Overview (this PDF)
QMS (Word Documents)
RIBA Chartered Practice Requirements
Section 1: System
1.1 Policy Statement
1.2 Scope
1.3 Organisation
1.4 Leadership
1.5 Planning
1.6 Support
1.7 Operation
1.8 Performance Evaluation
1.9 Improvement
How to Use the RIBA Chartered Practice QMS
The Standards
Main Requirements
Eight Principles
Benefits of Implementing a QMS
Developing a QMS
Approach
The Team
Quality Policy
Documented Information
Auditing
Management Reviews
Bought in Services and Products
Standards Bodies
International Organisation for
Standardisation (ISO)
British Standards Institute (BSI)
Section 2: Procedures
2.1 Office
2.2 Quality Control
Section 3: Forms
3.1 Change Control
3.2 Feedback
3.2.1
Client feedback
3.2.2 Design team feedback
3.2.3 Consultant assessment
3.2.4Contractor/supplierassessment
3.3 HR matters
3.3.1
Induction Checklist
3.3.2 Training Record
3.3.3 Training Evaluation
3.4 Quality system
3.4.1
Audit programme
3.4.2 Audit record
3.4.3 Audit report
3.4.4 Notice of non-compliance
Section 4: Project Quality Plan
4.1 Project Information
4.2Further Project Documentation
(file references)
4.3 Project Activities Stages 0-7
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RIBA Chartered Practice Quality Management System
RIBA Chartered Practice Requirements
RIBA Chartered Practices are required to have a Quality Management System (QMS). This Guide
will help practices to set up a QMS. It will be useful to small and medium practices, whilst large
practices will utilise their own resources to develop a QMS designed to meet specific practice needs.
The size of a practice will determine the scope of the System. The RIBA requires Chartered Practices
to follow at least the minimum as set out below.
Small practices (up to 10 staff):
Prepare a Project Quality Plan (PQP) for each project as set out in Section 4
[If a practice considers it appropriate, it may develop a QMS with a scope greater than the
minimum standard, adopting a wider range of QMS documentation and procedures to suit its
individual needs by including Sections 1, 2 and 3]
Medium practices (11 to 50 staff):
Set up a system that covers all project and practice procedures:
A PQP for each project, as set out in Section 4
Manual in accordance with Sections 1 and 2
Standard forms as defined in Section 3
Large practices (51+ staff):
Adopt an externally-certified ISO 9001 QMS:
A full set of documentation developed by the practice’s own resources
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RIBA Chartered Practice Quality Management System
How to use the RIBA Chartered Practice QMS
Practices should use the structure set out in the QMS Sections 1, 2, 3 and 4 below to form the basis
of the practice’s own Quality Manual.
Overview
This explains the principles behind quality management systems and provides guidance on how to
set one up and keep it running.
Section 1: System
Complete the text fields based on your own experience of managing a practice and the example
version and come back to this document regularly to improve it.
Section 2: Office Procedures
Follow the guidance in the Overview and the examples in the section 2 text and complete the
text fields indicating the basic procedures for office management. Many of these will be simply a
reference to the appropriate form from Section 3 and how these are to be managed and updated.
Section 3: Forms
Template forms to document the outputs of quality procedures for office management. This also
includes some project management forms, such as change control and feedback.
Section 4: Project Quality Plan
A PQP should be established for all projects at an early stage, no later than the end of Stage 1.
It should be reviewed regularly, typically at the start of each project stage or at key project
milestones. The template contains the core quality procedures for all project work stages and
includes text fields for notes for you to tailor the plan to suit your needs.
The QMS references sections from ISO 9001:2015 in the column on the right. For practices wishing
to achieve certification, these references will be useful in demonstrating your QMS meets the
standard. Further advice can be found at the end of the Overview under Standards Bodies.
The Word documents are locked to ensure the QMS structure remains intact. However, should you
wish to make detailed changes the documents can be unlocked with the code: Donaldson1834
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RIBA Chartered Practice Quality Management System
The Standards
Main Requirements
The ISO 9000 series of standards is intended to help organisations develop their capability to
create and retain satisfied customers in a way that satisfies all stakeholders, and to supply products
and services that meet customer and regulatory requirements. ISO 9000:2015 describes the
fundamentals of quality management systems and specifies the requirements for a QMS.
The Standard sets out requirements under the following main headings:
• Leadership
• Planning
• Support
• Operation
• Performance evaluation
• Improvement
The requirements are based on a process approach in a Plan-Do-Check-Act cycle:
Plan: establish the objectives of the system and its processes and the resources needed to
deliver results in accordance with customers’ requirements and the organisation’s policies,
identify and address risks and opportunities
Do:
implement what was planned
Check: monitor and measure processes and the resulting products and services; report the
results
Act:
take actions to improve performance
Organisations must determine the knowledge necessary for the operation of their processes and to
achieve conformity of services and products. This should be maintained and shared to achieve the
organisation’s objectives. Organisational knowledge is based on:
• Internal sources, e.g. intellectual property; knowledge gained from experience; capturing and
sharing undocumented knowledge and experience; the results of improvements in processes,
products and services
• External sources, e.g. standards; academia; conferences; knowledge from customers or external
providers
The concept of risk underpins quality management. In practice, good risk management requires the
identification of acceptable risk, whether in design review or in the detail provided in documented
information. Controls should focus on areas where identified risk is unacceptable, for example,
missing information deadlines, CDM hazards or non-compliance with CAD/BIM standards. An
effective QMS allows acceptance of nonconforming activities where circumstances and context
indicate acceptable risk.
An overly standardised approach is to be avoided – it is inefficient and can distort risk management.
Architects should understand the purpose of PQP controls in terms of risk/benefit and not
simply focus on the completion of a compliance task. High impact, low probability events can be
particularly difficult to control, but need to be considered in the PQP.
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RIBA Chartered Practice Quality Management System
Eight Principles
The Standard identifies eight quality management principles that form the basis of improved
performance. These form the basis for the QMS standards within ISO 9000 and 9001.
1.
Customer focus
Organisations should understand current and future customer needs, meet customer
requirements, and strive to exceed customer expectations.
2.
Leadership
Leaders establish unity of purpose and direction of the organisation. They should create and
maintain the internal environment in which people can become fully involved in achieving the
organisation’s objectives.
3.
Involvement of people
People at all levels are the essence of an organisation and their full involvement enables their
abilities to be used for the benefit of the organisation.
4.
Process approach
A desired result is achieved more efficiently when activities and related resources are
managed as a process.
5.
System approach to management
Identifying, understanding and managing interrelated processes as a system contributes to the
organisation’s effectiveness in achieving its objectives.
6.
Continual improvement
It should be a permanent objective of the organisation to achieve continual improvement of
the organisation’s overall performance.
7.
Factual approach to decision making
Effective decisions are based on the analysis of data and information.
8.
Mutually beneficial supplier relationships
An organisation and its suppliers are interdependent and a mutually beneficial relationship
enhances the ability of both to create value.
Benefits of implementing a QMS
• Better quality management helps you meet customer needs
• More efficient ways of working save time, money and resources
• Better internal processes motivate and engage staff, promote continual improvement
• Broader business opportunities are reached by demonstrating compliance
• Stakeholders can see that your business is run effectively
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RIBA Chartered Practice Quality Management System
Developing a Quality Management System
Approach
A QMS sets out how a practice delivers its services. Senior management support is essential.
The system should be monitored, and amended to reflect the firm’s business environment and to
achieve continual improvement.
Whilst a QMS must be based on the principles in ISO 9000 and ISO 9001, each practice will
develop its system to suit its own way of delivering architectural services. Practices wishing to adopt
environmental design processes systematically should seek compliance with ISO14001.
When developing a QMS, every process should be analysed as follows:
1.
2.
3.
4.
Is the process identified and appropriately defined?
Are responsibilities assigned?
Are the procedures implemented and maintained?
Is the process effective in achieving the required results?
ISO 9000 sets out 8 steps towards developing and implementing a QMS
1.
Determine the needs and expectations of customers and other interested parties
2.
Establish the quality policy and quality objectives of the organisation
3.Determine the processes and responsibilities necessary to attain the quality objectives
4.
Provide the resources necessary to attain the quality objectives
5.Establish and apply methods to measure the effectiveness and efficiency of each process
6.
Determine means of preventing nonconformities and eliminating their causes
7.
Establish and apply a process for continual improvement
The Quality Team
Quality Director
A member of the firm’s senior management team should take the role of Quality Director/Partner,
with responsibility across the whole organisation for the quality programme.
Quality Manager
A Quality Manager should be appointed, with responsibility and authority that includes:
• ensuring that processes needed for the system are established, implemented and maintained
• reporting to senior management on the performance of the system and any need for
improvement
• ensuring the promotion of awareness of customer requirements throughout the organisation
The role of Quality Manager is not generally a full time job. In small and medium sized practices all
QA functions are likely to be performed by the same person.
The Quality Team will be responsible for meeting the Standard requirement to communicate quality
objectives, quality requirements and achievements to all staff.
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RIBA Chartered Practice Quality Management System
Quality Policy
The Standard requires that a Quality Policy (QP) statement be developed with tangible objectives,
outlining the organisation’s commitment to quality. The policy statement should embrace
measurable objectives and include the following:
a)
b)
c)
d)
Ensure company commitment to meet customer needs
Promote employee understanding of company objectives and Quality policy
Plan to review system effectiveness regularly to achieve continual improvement
Promote a company-wide culture of customer care and quality of service
Documented Information
The procedures are based on a process approach. Documented information should set down how
responsibilities are carried out, and the delegations of authority. The results are to be recorded.
Write Down What You Currently Do
The QM procedures should reflect the way a practice works, taking the opportunity to make
improvements and improve efficiency.
Current office management processes and procedures should be reviewed. The Quality
Director/Partner should undertake this activity with input from other members of the senior
management team, the Quality Manager/s, internal auditors and any other key staff. This activity
may be delegated, but the Quality Director must ensure the full support of the whole senior
management team.
Requirements for documents
All documents should:
• be uniquely identifiable
• show the authority under which they are issued
• be contemporary and show the date and/or number of the issue
• demonstrate that they are complete
• be issued by an authorised person
Auditing
An audit is a formal independent check, either by a member of staff or by an outside party, to
ascertain system compliance. It can be conducted on the management system or on a project.
Internal audits (those carried out by staff members) should take place twice a year. If the practice is
accredited, annual external audits will also be required, with a ‘renewal’ audit every three years.
Audits can identify deficiencies of two types:
1.Nonconforming product: in architectural practice nonconformity can result from either
the design not satisfying the brief or a statutory requirement, or the content of a drawing/
document being incorrect.
2.Occurrences requiring corrective action: these are generally identified from reviews, audits,
feedback, customer complaints or recurrence of nonconformity. They can result from failure to
follow procedures, from inappropriate or the lack of procedures, or from inadequate training.
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RIBA Chartered Practice Quality Management System
The Standard requires specific actions to be taken if a deficiency is found in these checks:
• Nonconformity: the nonconforming drawing or design solution must be clearly identified so that it
is not used in a way that would affect a subsequent process. Action should be taken to resolve the
problem.
• Corrective action: steps should be taken to eliminate the immediate cause of the problem, for
example introducing or redefining a procedure, providing additional briefing to the design team.
A check is required to see that the corrective action has eliminated the problem or reduced the
level of occurrence.
• Preventive action: this requires a review of the management system with a view to avoiding
similar problems in future. This may be based on gathering information/experience from previous
projects to allow others in the practice to benefit from this. For example, additional training or
procedures may be needed, or the procedure for vetting consultants may need improving.
Management Reviews
The Standard requires that top management must review all aspects of the quality system at
planned intervals. The review should include:
• The effectiveness of audits of the system
• The performance of suppliers (e.g. specialist consultants, contractors).
• A review of client feedback and complaints
• The interchange of information, problems and other project related issues
• A review of the application of the QMS to identify improvements
• A review of CPD and training requirements
Bought In Services and Products
Many processes involve the incorporation of externally-sourced components and materials into the
supplier’s product. For architectural practices this is typically subcontracted design services.
ISO 9001 requires the organisation to ensure that such services and materials are controlled so
that the specified requirements of the organisation’s own product/services are met. In architectural
practice the specified requirements are:
• the client’s brief and their expectations,
• statutory regulations and various standards
The services that may be considered “purchased” are those provided by consultants and other data
and information that may be used in the design. Some of these services can be provided by the
client or other bodies and are not ‘purchased’. Such services can affect the architect’s product and
should be subject to the same controls as the architect’s own product.
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RIBA Chartered Practice Quality Management System
Standards bodies
The International Organization for Standardization (ISO)
ISO is an international standard-setting body with representatives from various national standards
organizations. International Standards provide specifications for products, services and good
practice, helping to make industry more efficient and effective. Developed through global consensus,
the Standards help to promote international trade.
British Standards Institution (BSI)
BSI group is a member of the ISO. It influences ISO standards development and strategy by
participating and voting in ISO technical and policy meetings. It manages the adoption of ISO
International Standards in the UK, as well as selling the Standards.
Credits
The RIBA Quality Management System was developed by:
Nigel Ostime, Hawkins\Brown
Asif Malik
Alex Tait, RIBA Practice Department
Members of the RIBA Regulations and Standards Group
Members of the RIBA Practice and Profession Committee
First published in 1998 and updated in 2007 the Quality Management Toolkit
was developed by Keith Snook on behalf of the RIBA Practice Committee.
(Front cover photograph: KSR Architects, photographer Pari Naderi)
© RIBA 2017
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Royal Institute of British Architects
66 Portland Place, London W1B 1AD
Tel: +44 (0)20 7580 5533 Email: info@riba.org