Rouages: “Committing to a quality initiative requires strong involvement from all stakeholders”
Within the Management Division, Sylvie Narejos serves as Head of the Continuous Improvement Department. This month, as part of the“Rouages”video series produced by the University of Montpellier, she talks to us about the quality approach and the process her team implemented to obtain the renowned ISO 9001 certification.
This back-to-school month, Rouages takes you to the heart of downtown, on the third floor of the Institute of Biology. There we meet Sylvie Narejos, a well-known figure at the University—and for good reason: she has been working here for over 25 years. Initially hired in the continuing education department at UM1, she joined the management team in 2010. “At that time, there was a strong desire to get to know the institution better and to commit resources to improving whatever could be improved,” she explains.
ISO 9001 Standard
As head of the Quality Assurance and Internal Audit Department, Sylvie Narejos currently oversees six staff members across three units: Quality Assurance, Sustainable Development, and Internal Control. “Our responsibilities are quite numerous and varied, so today I’ll focus specifically on quality assurance,” she says. “We are, of course, involved in defining the institution’s ‘quality’ policy in line with the strategic priorities of the multi-year contract. We also implement the quality management system across processes, with the goal of achieving ISO 9001 certification whenever possible.”
ISO 9001 certification. A three-letter, four-digit code that has been synonymous with quality since its first publication bythe International Organization for Standardization in 1987.“This standard enables us to commit to a process of continuous improvement. It applies to all areas of activity, in both the private and public sectors, and across all professions. It helps us better satisfy users, increase visibility and build trust among partners, and improve working conditions for staff,” explains the department head.
A multi-step process
For teams, departments, or divisions wishing to embark on this improvement process, Sylvie Narejos and the Quality Initiative Office have developed a three-step program.“First, we need to assess current practices. To do this, we use document analysis, observation, and, of course, we talk with the staff,” she explains. Based on this assessment, they develop a description sheet and a flowchart “that will give everyone a comprehensive view of the process and highlight each person’s contribution to carrying out the activities.”
Next, the Quality Department will implement the measures needed to initiate a process of continuous improvement and achieve compliance with the ISO 9001 standard: satisfaction surveys, performance indicators, risk analyses, and internal audits make up the toolkit for the quality initiative.“We conduct about 16 audits per year. These audits verify compliance with regulations, standards, and procedures. While they do not directly impact certification, they help identify areas for improvement and, in that sense, serve as real drivers of progress,” continues the department head.
Group and personalized support
Following this work, the first improvement initiatives can be implemented. It takes an average of two years to achieve certification. Throughout this period, the teams will receive group support from the quality department.“It consists of a 12-module training program on the ISO 9001 standard and the tools made available,” explains Sylvie Narejos. “Process leaders and managers can also receive individual, personalized support.” A quality newsletter is also sent out every two months to keep all stakeholders informed of upcoming deadlines.
As mentioned earlier, the ISO 9001 standard applies to all fields of activity, which means that Sylvie Narejos meets people with very different backgrounds as part of her work.“That’s one of the reasons why I still enjoy this job so much,” she says. Teaching skills, kindness, active listening, a passion for teamwork, as well as rigor and the ability to synthesize information are all essential skills for performing this job on a daily basis, which is validated each year through an external audit conducted by accredited organizations.“This audit always results in a feedback session open to all process leaders and managers. “It’s a highlight that allows us to recognize everyone’s contribution and the strength of the team,” she concludes.