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Product category: Measurement and Quality Software and SPC
News Release from: IdeaGen Software | Subject: Workbench Professional
Edited by the Manufacturingtalk Editorial Team on 22 March 2005

Quality moves into investigation
techniques

Avon and Somerset Constabulary's Scientific Investigations unit has made sinificant advances thanks to Workbench Professional.

Avon and Somerset Constabulary's Scientific Investigations was originally established in 1991 by the integration of the Crime Scene Investigations Department, Fingerprint Bureau and Laboratories to create a co-ordinated forensic evidence retrieval and identification service As one of the leading forensic crime investigation departments in the country, it aims to provide a high quality impartial service, whilst promoting a philosophy of continual improvement Unlike industry, the department does not have competitors, nor is required to win contracts

It does however have to provide a credible service for the force and judicial system.

To underpin Scientific Investigation's national reputation and demonstrate its commitment to provide a service of the highest standards, it was agreed in 1998, with the backing of the Chief Constable, Steve Pilkington, to implement an internationally recognised Quality Management System - ISO 9002:1994.

The Head of Scientific Investigations, Hugh Grundy set up a project team, led by Alan Whittle, Head of Scenes of Crime, consisting of representatives from the specialist units within the department.

Each member was tasked with recording the working processes within their specialist area and reporting back by agreed target dates.

At the time, I was an operational Crime Scene Investigator, and asked to represent that area of expertise.

The management system was to be paper based, contained within loose-leaf binders and distributed throughout the department in eleven locations, including one set at each remote Crime Scene Investigations base.

The decision to use flow charts to illustrate processes was considered somewhat radical at the time.

The group, however, had responsibility not only for ensuring that deadlines were met with accurate information, but that the finished product would be clear, concise and encourage staff use.

With organisations producing copious amounts of black text on white paper that were difficult to follow, understand and boring to read, we wanted documents that were vibrant, clear, concise and challenged convention, yet fulfilled the needs of the department and requirements of the quality standard.

Flow-charts comprising colour coded linked cells thus seemed entirely appropriate.

It was at this point that fate was most definitely on our side, as this format would prove to be ideal for the later transition to ISO 9001:2000 External Management Consultant Nigel Amos oversaw the project's direction and progress.

His quick wit, perception and detailed knowledge of the quality standard ensured we remained focussed and were without doubt pivotal in the success that was to follow.

As news spread within Scientific Investigations of the impending introduction, it became apparent there were staff concerns.

Was this ISO thing another bureaucratic management tool? Would internal audits provide a mechanism to identify under-performers or worse still, provide evidence for disciplinary proceedings? These concerns were wholly understandable, so to allay fears, regular ISO 9002 newsletters were produced addressing the most pertinent questions; for example what is it? Why are we introducing it? What are its benefits? And importantly how will it affect me? The seeds for departmental ownership were sown within the text of those early publications.

There was a clear message that not only would this be an excellent reference system for both established and new staff, but would provide substantial credibility at court.

As the weeks passed with significant milestones achieved, the pace quickened, the days grew longer and the colour printer began to glow!! Just seven months after that first meeting, the Quality Management System was launched for a three-month trial period, prior to assessment by the Certification Body, SGS Yarsley, (as it was then).

This allowed newly trained internal auditors to assist in fine tuning the system ahead of the external assessment.

Already heavily involved with the project, I was approached at this juncture by the Head of Scientific Investigations, inviting me to perform the role of departmental Quality Manager.

I accepted and combined that with my professional operational duties for the next two and a half years.

In July 1999, Avon and Somerset Constabulary became the first British police force to achieve certification for the entire department of Scientific Investigations at the first attempt.

In the next three years, the paper system expanded at an encouraging, albeit alarming rate, as those seeds of ownership began germinating.

There was growing evidence not only of a developing culture of staff ownership, but of a vehicle, fuelled by rigorous internal auditing, that had the capabilities of galvanising top management into action.

Some of these actions revolved around issues that had been the proverbial thorns.

Periodically, their profiles would be raised by various turns of events, but were never fully resolved and seemed incapable of being so until now.

One such example was that of Forensic Evidence Retention and Destruction.

There had continued to be a steady accumulation at CSI bases of forensic exhibits for several years.

These items, both dry and frozen, had been seized at crime scenes, such as burglaries.

With the advent of increasingly sensitive DNA profiling methods and changing legislation, there was a general reluctance to authorise destruction of anything just in case!! Retained material had reached staggering proportions.

Not only were there obvious Health and Safety implications, such as fire, but traceability could have been compromised.

Internal audits and scheduled surveillance visits highlighted the problems until eventually new policy was introduced that successfully addressed the issue.

There is no doubt that ISO 9001 gained considerable credibility and respect amongst staff for such an achievement.

It more than demonstrated its capabilities.

The rate of development and growth of the QMS was astounding.

This culminated in the creation of a new post and my subsequent appointment as full time departmental Quality Co-ordinator.

Senior Fingerprint Officer Fiona Miller was invited, in addition to her normal duties, to act as deputy when required.

I am pleased to say she accepted.

In September 2002 Scientific Investigations successfully achieved transition to ISO 9001:2000.

Later the same year, the Communications Department were independently awarded their certification.

Advances in Forensic Science continue at such a pace, it is sometimes difficult to ensure processes are amended at a similar speed.

The work is complex, with many processes interfacing.

One amended document can result in another four being reissued.

The time between a crime scene examination and the case being brought before a judge and jury can be many months, particulary in the case of major crime, such as homicide.

During this period, there is potential for any document(s) to undergo a number of reissues, It is therefore, of paramount importance that an infallible archiving system is established, as all documentation is potentially disclosable at court.

Needless to say, with a paper based QMS, this inevitably leads to storage problems.

Whilst this format had been extremely productive in improving the functionality and ultimate service delivery of Scientific Investigations, updates were time consuming, cumbersome and expensive in terms materials.

It was time to look to the future, and introduce cost effective alternatives that would streamline ISO 9001 management.

Several options were explored, but none fulfilled our criteria of a user friendly, tightly controlled product, which ensured compliance with the Quality Standard.

Other considerations revolved around compatibility with existing information technology within force, the format of current documents, the inherent obligations placed upon the organisation to the judicial system, and of course cost! An enquiry to our colleagues at the Forensic Science Service (FSS) Laboratory, Chepstow yielded the breakthrough we had searched for.

Workbench Professional had been used throughout their laboratories for a number of years, and was an obvious product to explore.

An initial call to Ideagen Software rapidly escalated into numerous calls and e-mails, establishing what continues to be a strong rapport.

Following two on-site demonstrations by Product Manager Rob Clinton, it was readily apparent that it met, if not exceeded our specification.

The Communications department were equally impressed with performance.

There followed several months building the case and justifying the expenditure.

Senior management were already convinced of its value.

The fact that it was finally agreed to purchase in December 2003 is testimony to the support which Scientific Investigations and I received from the then Head of the Criminal Investigation Department.

It should not go unmentioned that such support is ongoing and has been an important feature from the outset of the project.

Workbench Professional was installed in March 2004, with appropriate training for the main administrators, including Communications, in May.

Fiona was seconded to work with me on the implementation of the software.

Avon and Somerset achieved national recognition yet again as the first police force to utilise Workbench Professional.

With the expertise of the force's Information Systems Department, an ISO 9001:2000 web site was created on the force intranet.

Numerous hyperlinks allow the reader to rapidly switch between related documents, including "Suggestion for Change" and Customer Feedback forms.

On December 12 2004, the first documents for scientific investigations were launched.

The reception from staff has been rewarding, with twenty-four Change Requests received within the first month! The seeds of ownership sown over five years ago are now bearing fruit, demonstrated by staff referring to our system.

It is anticipated that the software will be fully functional by the end of the year, including the audit and non-conformities modules.

Three other departments have since bought into the software over recent months, mainly employing the Document Control Module.

At least one of these has plans to pursue ISO 9001 Certification.

Much has been achieved in the last five and a half years.

The number of internal auditors has grown from twelve to almost thirty.

Auditor training too has become more professional, with a two day in-house bespoke course, involving live audits.

Whilst the paper system will co-exist with its modern counterpart until the conversion is complete, the flexibility and ease of integration of Workbench Professional with existing software has ensured a relatively problem-free transition.

The benefits of fingertip control regarding approval, issue, distribution and acknowledgement will ensure the phrase "I didn't know it had changed" is never again uttered in the corridors of Avon and Somerset's Scientific Investigations.

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