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 initiative 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 within its walls for more than 25 years. Initially hired by 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 Management and Internal Audit Department, Sylvie Narejos currently oversees six staff members spread across three offices: Quality Management, Sustainable Development, and Internal Control. “Our responsibilities are quite numerous and diverse, so today I’ll focus more specifically on quality management,” 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 quality management processes that, in most cases, lead to ISO 9001 certification.”
ISO 9001 certification. A three-letter, four-digit “key” that has been synonymous with quality since its first publication bythe International Organization for Standardization in 1987.“This standard enables organizations to commit to a process of continuous improvement. It applies to all fields of activity, in both the private and public sectors, and across all professions. It helps better satisfy users, boosts visibility and trust among partners, and improves working conditions for employees,” 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 staff members,” she explains. Based on this assessment, they develop a descriptive 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 embark on a process of continuous improvement to 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, are true 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 office.“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 individualized, personalized support.” Every two months, a quality newsletter is also sent out to keep all stakeholders informed of upcoming deadlines.
As mentioned above, the ISO 9001 standard applies to all fields of activity, which leads Sylvie Narejos to meet 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 attention to detail and the ability to synthesize information are all essential skills for performing this job on a daily basis—a role that is validated each year through an external audit conducted by accredited organizations.“This audit always culminates in a debriefing 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.