Podcast: The quality mindset: Connecting risk, culture and performance to create opportunity
The Quality Mindset
10th November 2025 - 36 minutes
In this episode, host Xavier Francis is joined by Bill Barnes, Auditor Manager at LRQA, and Dariusz Antonczyk, Training and Improvement Services Manager at LRQA, to explore how quality thinking has evolved from a management system into a powerful organisational mindset.
Together, they trace the journey of quality from the origins of ISO 9001 to today’s connected approach to risk management, resilience, and leadership. Through practical examples and personal insights, they discuss how the principles of consistency, culture and continuous improvement underpin modern business performance.
Looking ahead, the conversation highlights how a quality mindset is driving the next generation of assurance professionals: those able to connect quality, cyber security, sustainability and safety as part of one unified vision for organisational excellence.
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Xavier Francis: 00:14
Hello everyone, and thanks to all of our listeners worldwide. Welcome to LRQA's Future in Focus Podcast. My name is Xavier Francis, and it's my pleasure to host this podcast episode for you. Today I'm joined by two special guests, Bill Barnes, QHSE Auditor Manager at LRQA, and Darius Antonchik, Training Improvement Service Delivery Manager at LRQA. Glad you both can join us. Great, great to be here. Hi, thanks for the invitation. Great to be here. Absolutely. Great to have you both. And today we're speaking about quality, think differently. And as we explain the evolution of ISO 9001 and how it branches into other ISO standards and the future of quality leadership. But before we do that, let's learn a little bit about our guest and their journey. Let's start with Bill. Can you give us a little bit about your journey and work history?
Bill Barnes: 01:04
Sure. Currently I'm the auditor manager here in North America for LRQA for a lot of the ISO schemes, 10 schemes in all, about 80 auditors. And I've been working with LRQA in ISO management systems for just about 20 years now. Since 2019, full-time and in the past few as a manager. But I do have several decades of experience, I'll leave it at that, uh, in manufacturing, consulting, training, assessment type activities across just about every industry sector there is. I got my start as a manufacturing engineer in Aerospace a number of years ago, and kind of moved on and worked in several industries over that time. So it's I bring a lot of understanding of the expectations from the client standpoint, whatever it is they do for revenue. Yep. You know, it's it's it's it's really exciting and it's always a learning experience. So just like today. That's fabulous.
Xavier Francis: 02:10
Really appreciate you being here today. Darius, how about you?
Dariusz Antonczyk: 02:14
Hi again. So my journey is a little shorter. I started working with quality and management systems about 15 years ago, mainly uh in automotive industry. And uh in automotive, I work not only in with quality systems and expectations of clients, but also environmental health and safety. And I work a lot with lean and continuous improvement projects here in in Europe in different factories. And after that part of my career, I joined LRQA. It was eight years ago, as a senior trainer and consultant when I started delivering trainings uh for our key clients. And later on, three years ago, I started to be the training and improvement service manager for the UK and Americas, where I have a pleasure to uh manage an outstanding group of great trainers who deliver uh trainings for our clients. And I'm also working with our colleagues to create the best programs, uh training programs for our clients. That's my job.
Xavier Francis: 03:21
That's fabulous. Well, again, great to have you both here, and let's get started. It is World Quality Week this week, and we are here to celebrate and learn all about ISO 9001. When ISO 9001 was first introduced, it challenged businesses to think differently about how they worked. It didn't just shape quality management, but became the foundation for other standards like ISO 14001, 45001, and 27001, to name a few. Together, these systems have helped organizations connect the dots between quality, risk, and resilience. So, starting with Bill, what made ISO 9001 such a breakthrough when it was first introduced, and how did it change how organizations approached consistency and improvement?
Bill Barnes: 04:05
Well, the ISO 9001 standard was born out of British standard 5750, and that goes back to about the late 1970s. So the idea and the practice has been around for a long time. Okay. You know, generally adapting a lot of military standards for sophisticated war machines back at the time. It's evolved. Uh it became ISO 9001, 1987. Okay. And there's been a couple iterations, and the iterations are important: 1994, 2000, 2008, and then most recently 2015, and very soon 2026. Right. So it was created to ensure quality across various industries and borders. Okay. Promote continual improvement, promote consistency in the way anything is manufactured or operates. Very important for a global marketplace. And and and we're going back a few decades. Right, right. You know, it's provides a framework for organizations to meet customer and regulatory requirements. So you can imagine how that's really important now, and it's something that's been around, you know, the the refinement move from consistency and order to include some customer focus and nowadays risk-based thinking and and now and even more so in the future, leadership emphasis. Right. So, uh, how do you kind of rally around an opportunity? As you know, uh, I work in many ISO schemes, a team of 80 people, all different, but a lot of common ground.
Xavier Francis: 05:43
Right.
Bill Barnes: 05:43
Why? Because it's that quality bottom line sync or float perspective uh for business managers with concerted efforts uh to manage what's known about business, mostly financial risks back in the day, has been adapted to look at many other emerging business risks. So I think that's where it's been and a little bit of where it's evolving too.
Xavier Francis: 06:11
Was was ISO 9001 the first ISO standard?
Bill Barnes: 06:14
ISO 9001 was one of the original standards, yes, uh back in the time. And and it's interesting because uh that framework uh has been adapted uh time and time again to so many different management system uh standards.
Xavier Francis: 06:29
That's great. I certainly appreciate that. Now, Darius, what lessons from those early days still guide businesses today and eventually help to influence the development of these other standards that Bill mentioned?
Dariusz Antonczyk: 06:42
Oh, so ISO 9000, the quality management system, has a huge impact on organizations and the quality and what we see nowadays uh on the in the business worldwide. And the I think the biggest advantage uh was that quality is not quality department. Quality is a system that covers the whole company. Okay, and that's what ISO 9000 is focusing on from the beginning. It's not like there can be a great quality without a quality inspector, because the quality is a part of this organization, and that's how it shapes the organizations and helps to assure the quality of uh of the products to meet what Bill exactly said, the meet the client expectations, because the main point of uh quality the quality is not itself a value, it's a value and it meets client expectations, and that's how the ISO is written, the the current version, ISO 15 from 2015, but also the previous version. And it it teaches a lot of people how to manage the business and how the quality should be the part of a business, not a separate department hidden somewhere outside the yeah, yeah, and yeah, exactly in a basement somewhere, right?
Xavier Francis: 07:58
It's almost like quality is a measurement in a lot of respects.
Dariusz Antonczyk: 08:01
Yes, and and and ISO because it's it's so important and it's so while you recognize it's standardized the quality, not only in the supply chain, but in the whole world. It's it's a huge advantage. Right. I I personally can't believe how a world would look like if we don't have ISON 8,000. Right.
Bill Barnes: 08:19
Bill, did you have something? Yeah, I I was interested in in you you had to comment on on measurement. Yes, you know that that measurement was how things got all started, but now quality and management systems are a performance driver. So it's evolved into being a tool in the toolbox to realize products, realize revenues. So yeah, uh that measurement early on, it was consistently measured to a s a standard, and that was that was quality the first decade or two. And it it's it's it's moving on.
Xavier Francis: 08:56
Yeah, it's evolved from there. So we talked a little bit about quality, Darius. How does that sort of pave the way when we start getting into some of these other systems? You know, how did it lead to some of these other ISO systems that we're looking at?
Dariusz Antonczyk: 09:08
Yeah, so so especially since the last revision of ISO in 2015, we have a common structure and the integration of systems is getting easier. ISO 9000 is always the first one which shapes the way how businesses are built. So nowadays, a lot of our clients are combining ISO 9000 with environmental health and safety, energy, food safety, and all of all of the other systems that they have, and they build together a strong organization, everything in a continuous improvement approach. Yeah, with the circle PDCA, which was also part of the ISO. It wasn't something new because it's a it's an old uh methodology, the dumming cycle. But PDCA is the continuous improvement way how ISO 9000 works and how it also combines and uh cooperates with the other standards for for the which which help the organization to be better, to be better and better meet client expectations in terms in terms of ISO, but also meet other expectations of employees, environment, and so on and so on.
Xavier Francis: 10:15
Right. All of them have NXSL as as a starting point, and then you can also look at all of these other standards are risk that you want to look at, which can start from 9001, looking at your risk-based thinking.
Bill Barnes: 10:28
Yeah, well, I mean, we we see more harmonization and integration of standards and certifications. You know, as a result, we're responding with auditors who have a diversified skill sets, bringing their competency to new standards as as these things come together. It's it's you know, modern risks for quality include the control of materials, products, and information throughout the realization process. We are in that information age now, you know, inwalks 20 ISO 27,001 dedicated to information security, but organized around the same process. You know, inwalks responsible sourcing to ensure supply chains of materials and market share for products always been part of quality. Now it is a standalone with other intentions but cross-value, you know, and things like that. And and it goes on and on. ISO 45,001 really brought a lot there too.
Xavier Francis: 11:29
Yeah, we're looking at from a risk standpoint 42,001 coming out with AI because there's just such a yeah, you really got to put a handle on that. I can see how all these standards are definitely evolving.
Dariusz Antonczyk: 11:40
Did you have something, Garth Darius? Go ahead. ISO was always about managing the risk and assuring the good outcome. But nowadays, especially with the new draft standard of ISO, the importance of opportunities is highlighted. Right. Risk is not only the thing that can go bad, it's also about taking actions and using the opportunities that the business has. Quality shouldn't be also covered the bad things that can happen to us, but also to manage the opportunities, take chance and grow the business and grow the business through high quality. So that's that's an opportunity that ISO is supporting.
Bill Barnes: 12:19
Yeah, right. ISO 56,001, brand new innovation management. It is a management system standards in a nutshell. It's about the risks of opportunities. That's interesting. That's interesting, yeah. You know, and taking the leap and finding the opportunities and looking at the risks of them. And and we've been working with a couple of organizations now on 56,001 certification. It's not even an accredited yet. So it's it's kind of interesting. Very new, generous. Very new. Very new.
Xavier Francis: 12:52
Yeah, yeah. Well, and I think looking globally, I hate to harp on this, but looking back at 2020 and COVID, you kind of have to look at sometimes you're forced with, well, this risk, where are where do our opportunities lie? And a lot of the companies that pivoted even to making certain things that were needed during COVID, that was an innovation and that was an opportunity they saw that really came out of a risk of we don't have any work right now. We can't do any work, or we don't have supply chains and things like that. So it's certainly two sides of the same coin and use the whole coin. Yeah. Well, Bill, I used to saw 9001 and we did talk about how it's influenced the way organizations uh now manage broader operational risks, all of those risks that come inherently with the business. And how quality can help leaders in seeing the links between those different areas: cybersecurity, responsible sourcing, climate performance, all those things that you mentioned before. Could you speak a little bit more on those things?
Bill Barnes: 13:47
Well, you know, there's this connectivity that that I like to speak of. It's it's skills that future assurance professionals are going to need in the coming decades. You know, root cause analysis, it's not going away, but you better be prepared to dive into what is at the root of business risks. Some of that landscape is changing. You know, we talk a little bit about workplace culture, and and there are new elements of identifying how do you get people to work together better to have a better outcome. A lot of that comes with you might call it generational changes, but one thing COVID did was it changed everybody's perspective about going to work. Yeah, it's in in big ways. And how do we embrace that? Because there are a lot of positives. And I think what you're gonna see in in the the ISO standards coming out is emphasis on what is this thing called workplace uh culture, shared beliefs, values, norms, people speaking out, which was hard to do when you were a bubble on a screen during the pandemic. And and now you're back at work, and and it's people are they're trying to figure themselves out the past few years, and and this is where the ISO standards say, hey, let's get this back on track, and it's quite timely that that's the new performance driver in all of these standards, especially 9001, is is is that culture? Do we have the right people shouting out, hey, this is not right, let's fix this long before it gets to the marketplace.
Xavier Francis: 15:31
Yeah. I know we talked uh we did a feature on focus podcast for transition to 1445 and nine the new 9001 standard. I talked with uh Stuart and Kevin. Kevin. Yeah, and we talked about that exact thing, how culture really is so important through all of these new revisions of the standards that are coming out. It seems like something that ISA has really jumped on and sees as a major importance from that. And we talked about some of the reasons why that may have been. So, Darius, how does culture and leadership determine the success of connected management systems? We talked about it a little bit earlier with leadership and and how that uh Bill spoke to that a little bit. But also, how is LRQA supporting organizations to align these systems and solutions so they work together rather than looking at them as individual things in their own silos?
Dariusz Antonczyk: 16:22
Yeah, so great, great question. Thanks. So culture is so essential, and everyone who is auditing or training and visiting uh different clients understand how it works because uh when we don't have a culture, a quality culture, a system culture, a risk-based culture in the organization, the system is just a book or some files on a shared drive. And if the culture really exists, people talk about it, the talk people are used to it, people even even keep when people don't know a procedure, they know how to work because that's the culture how they operate. And if the culture is right, it supports the company's growth. And finally the client. Yeah, that's that's always the final result. So the client gets the benefits from a quality of culture where people are not hiding mistakes, where people are operating in the best way on the first shift, on a second shift, on a night shift, in the weekend, the client's side, and when nobody is uh watching on them, then when their culture exists, then the quality is growing. And it's exactly the same combination in the other system that the quality is integrated, often health and safety culture, environmental culture, how we behave. Do we behave the same at work, uh at home? Do we treat resources at work as it were something common for us, for our family, and and and so on? So the culture is uh essential to grow and to be nowadays on the top. Without the uh without it, it's simply you will be ahead of the business.
Xavier Francis: 17:57
Yeah, we've talked on on some other podcasts that I've done where having that buy-in from all of your people and getting their take on the process. You can look at it from a manufacturing standpoint. The people on the line understand the machinery and all those things better than anybody in management's going to, unless maybe they came from there. So why not invest in them and get their concepts when you're looking at doing processes and things like that? And now they have an ownership that they didn't have before because they feel like they have a say in a little bite of the pie maybe they didn't have before, and that's going to help that quality culture as they take ownership.
Bill Barnes: 18:33
Yeah, and I I think that the the inner the integration, you know, Darius's team has been working with our entire client base globally and internally, and we have more and more integrated auditors. Uh, you know, the core standards, my whole team can do 9, 14, 45. And when you get to a workplace, when anyone on the floor or in management says, we've got this basket of risks. Many are quality, but some are interrelated or s or separate. When you're taking care or looking at that whole situation more holistically, there's more buy-in because you you can ask a safety manager a quality-related question that there's a safety aspect to. Well, we had to put guarding in and all this other good stuff. When you can have those audits the same way that they manage their business on a Monday, that Monday morning conversation on the shop floor, it's not just one thing, right? Right. Right. And so if we match that up, then then that's where there's going to be more buy-in.
Xavier Francis: 19:42
I can certainly see where if you have quality, the person that's working the line, and then the safety guy, they're not battling against each other anymore because they understand each other. Hey, we have to have the safety as well as the productivity and finding that balance. I can see where that synergy could really work. That's that's right.
Bill Barnes: 19:57
It used to be lots of fun having opposing opinions on the show before, but I'm sure. It's 2025. It's 2025. I see.
Xavier Francis: 20:07
Yeah, Darius, you were gonna say something, and also I'm interested to see how LRQA is helping clients integrate. Exactly, exactly.
Dariusz Antonczyk: 20:13
That's what I wanted to mention because the culture is uh one of the topics that we are uh touching on our trainings with our trainings portfolio. We are helping the clients to improve the quality, the environmental health and safety systems, and improve the organization as a whole. It's usually best if there's a customized training when we first learn how the client operates, and then we deliver the training and we help integrate the training. In the training, we integrate not only the quality department as itself, but we have delegates from different departments, and they all see how quality is a part of the organization. Because even sometimes they sit in the next desk to each other, but they don't know what uh what someone else is doing and don't understand it. And in our trainings, they meet together, then discuss integrated system, and that's that's add value, especially when it's a customized training, when we are teaching both based on the client procedures, client policies, and we practice it. Yeah, so we practice the how the culture works in the organization. We challenge it sometimes. Sometimes the training is just a kick off uh of a new process that is uh developed or improved. So, again, similar like Bill says in his team, there are integrated auditors. In my team, there are the integrated trainers who see the opportunities for a for a client. Even if a client is not certified against, let's say, environmental, has only quality system. Our trainers know how to help the client meet some environmental challenges, to meet the regulations, to reduce some cost, and finally have a better experience.
Xavier Francis: 21:50
Yeah, because it still affects their their quality, whether they're certified or not reach trying to reach certification for 14,000 one. It really is important to see the interconnectivity of all of these things. They're not just silos of business in that respect. Let's head now into our last section and look at the future of quality thinkers and leadership. What skills will the next generation of insurance professionals need? And how can organizations prepare people to manage risks in a more connected way?
Dariusz Antonczyk: 22:17
Okay, thanks. Now, some people say that there is some kind of knowledge gap or or or some gaps in the new people that are coming, but I see this as an opportunity because the new generation gives a different perspective. It's open for collaboration, it's very fluent with data technology, digital tools. So it it helps a lot to manage the business in a way that's aligned with ISO 9000 and that is closing the as a more holistic approach nowadays, which which many people present. It helps not only to focus on one topic in like quality, but also jump to to others and have a better understanding of the whole business and also uh help support uh the business development.
Xavier Francis: 23:04
So so you're saying there's not necessarily a knowledge gap, it's more of a per of a perception based on newer ways of thinking.
Dariusz Antonczyk: 23:11
Yeah, the the the new way of thinking and uh perceiving the business is is something that I see. I see when working with the new generation. Okay. That's great. That's something that I'm really enthusiastic about. The the future quality leaders that uh that are coming uh coming here and that are attending also our trainings. They are challenging us in a different way. And it's great that ISO uh 9000 is also supporting this approach, less paper, more real work. And that's that's what meets some somehow the expectations of uh of the young uh generation who wants to do the best way, not just to be focused on on the this all how you call it the quality handbook, which was the the core of uh of ISO in uh in the 90s. Yeah, we we all know how it how it was.
Xavier Francis: 23:60
Well, it's it's interesting that changing of the guard. I have a 20-something child, and the way they think it's it's it's different, but that doesn't necessarily mean it's wrong, and embracing some of that can really be beneficial.
Dariusz Antonczyk: 24:10
Yes, and just wanted here to to uh to give a few few weeks ago. We had a good example of a company that had some uh uh audit programs and uh for suppliers, and they had different audit programs in terms of ESG, different of quality, some other health and safety. And there were the different experts, internal experts doing this, and then we combined it into one program. One approach, that is the people where they received the training for us, they they learned how to assess the other aspects where where firstly they don't feel like they were experts, but later they became really great supplier auditors who can assess the supplier much quicker, faster, and cheaper in terms of quality, environmental health and safety, sustainability, and and all the other corporate requirements. So this this and these were really young, young people without a huge experience, but they they have the right approach and it helped. That's great. That's really good to hear.
Bill Barnes: 25:08
Bill, you have something? Yeah, uh just kind of another example, and just for a moment, I'm gonna take, let's mention artificial intelligence and AI.
Xavier Francis: 25:17
Ooh, the biggest.
Bill Barnes: 25:38
And now those same people are building agents and large language models to address their quality issues or or sharing models across an industry uh these days. And and that's what that that generational divide is. Yes, I too have a a 20-something adult child, and they grew up on tinkering around with code and languages and all the the this stuff, and how does that fit into what their parents used to do, you know, and and the there's there's that mindset to say, how can I use this thing called a learning model to do the work? And why are all these people in the room doing all this redundancies? You know, some people might say that that generation is is lazy. No, they're smart. They're like, I got a toolbox that can do most of this stuff. And let's move on to the exciting stuff. So, I mean, that that that's where some of the who are the quality people of the future, they don't they don't even need the code anymore because AI can write their their code. They need to analyze the problem and get a workflow. Oh, that's what that older generation's been doing for a long time. Let's take that workflow and automate it, let it think and work for itself. And they're like, you can do that.
Xavier Francis: 27:05
So yeah, no, no, I totally understand that.
Bill Barnes: 27:07
That's where we're going.
Xavier Francis: 27:08
So yeah. It was interesting. We I we did a podcast earlier this year, and a guy came on and talked about AI and manufacturing. And I thought it was going to be this whole how to get this stuff, you know, to figure out itself and all of these sensors and things. He's like, no, this is just how to use the language models, large language models, to help you if you're having a staffing problem or to figure out this, you know, you give them, okay, here's my problem. Give me some options. And it was like, oh, I never even thought about that. Because when you hear manufacturing, you're already thinking, oh, you're building something. Well, there's a whole lot of logistics that go behind that that AI can help out with. Bill, how are we finding that LRQA is helping our auditing community develop broader cross-discipline understanding and what gives you the confidence about the future of quality and risk profession, other than AI, which you've already gone to uh re-uh you know, spoken to?
Bill Barnes: 27:58
No, certainly we, as we mentioned earlier, that that notion of cross-training people and uh better knowing what their skill sets are, strong foundations in the principal principles of management systems and auditing of management systems. People are are realizing some of these these individual skills. I get it all the time from my team. Hey, how could I get into this opportunity because these other people just finished an audit? So here's where we we do some cross-training. We do we set the bars, we have codes that we assign to auditors. You have to demonstrate a competency in this industry sector or with this scheme, and that's where we set them up to learn and train and get people out on audit, so tag along, so to speak, be a team member on this audit, learn more about this this this sector and this industry. And and you know, it it's really helped us out a lot to put a broader-minded person on the floor, knowing, okay, I have to look beyond the conflict between this quality and safety people arguing while I'm interviewing the two of them and say, Where's the higher ground for the two of them? Yeah, you guys take it here and they're like, How did you see that? It's just like I just listened to the two of you talking. Yeah, yeah, yeah. And and start when you smile at each other and I said, Let me take those pieces. Here's the solution, right? It's it's it's almost as easy as that.
Xavier Francis: 29:29
Wow, wow, that's great. So to start wrapping this up and looking at quality week for the world, we're looking at it as not being an individual aspect of a business. We're looking at the interconnectivity of everything a business does and all the standards that can help reach out to those specific risks and opportunities. And looking at everything from a quality standpoint is really where things are going. Not only is that the best idea for your business, that's also where the standards are going, where you're Really integrating the thought process of everything that's going on in your business as part of quality. And this is just an aspect of it, not an individual silo. And we're also seeing that there's not really a knowledge gap for new uh new quality assurance people. It's just a different change of perception and how to do the work that has been done differently in the past. So we don't really have a knowledge gap. We have people that just have a different perspective that might be a little bit more creative, a little bit fresh, and is really going to help the next generation of quality people, uh auditors and uh both sides on the auditors, as well as maybe consultants and also the people within the businesses that handle the quality department, as you will, as it were. Am I correct here? Am I missing anything? You're right. No, I I I I think you think. Any okay, I want to ask both of you. We'll start with Darius and then we'll go to Bill. Any last thoughts?
Dariusz Antonczyk: 30:55
Yeah, thanks. You know, before this meeting, I looked at my my own ISO standard. I'm just sometimes checking different information, and I look at the chapter zero. It's often missed because it's it's not audited. The audit the auditing part start for uh from chapter four. But the audit the the chapter zero is so great, and I would encourage everyone who works with ISO 9000 to look again and think about, for example, the seven pillars of quality: customer focus, leadership, people engagement, relationship management, and uh decisions based on uh evidence and so on, and the risk-based approach. It's really the basics of quality, which which sometimes we forgot as quality experts because we focus on some data, we focus on uh day-to-day topics. Yeah, and the chapter zero covers and opens some uh some parts of the brain how we should perceive the quality system and the customer focus. So that's my advice for today.
Xavier Francis: 31:53
So the whole so that holistic approach is in chapter zero. Yes. I'm gonna have to go back and read it again myself. I appreciate that. I appreciate you giving me a little nod.
Dariusz Antonczyk: 32:02
And it's it it's written in a very friendly way, not not like a uh like clausel, but clausel. It's it's a nice quality story there.
Xavier Francis: 32:10
Yeah, yeah, yeah. Maybe I'll look at it more from that perspective. Thank you. I really appreciate that, Darius. Bill, what do you got for last thoughts?
Bill Barnes: 32:17
Sure. Uh quality in its purest sense, uh, and and Darius made mention to this, is is this performance driver that's been around for a few decades. In his words, you you can't imagine a world without it, right? Right. Especially in this day and age. And the things that society's been able to accomplish because of the quality in all kinds of products from aerospace to healthcare, uh, and and some of the new technologies to keep us healthy. Crazy, right? Uh yeah, it really is. I really think that the next big performance driver is gonna be this thing called workplace culture. And how does it merge up with this strong we're going on 50 years of of quality to build that to deliver value across various sectors and and and impacting everybody in many places? I think it it kind of layers up into quality, and and uh that's what I'm I'm hopeful for, and I think that's why there's a lot of focus and intention on that, is to uh do things better, uh dial people in and the economic pressures, especially these days, uh on on pricing for realizing anything in the marketplace for any reason. Yeah, there there are strong chasers from the economy to say uh let's get to work.
Xavier Francis: 33:44
Yeah, I think there's challenges in the global supply chain across the board, and uh utilizing uh a standard like quality at least as your base if you haven't already, and then looking into these other aspects of your business, I mean it's gonna do nothing but help and really give you that focus you need to continue on as we move forward in this new this new world economy, almost in some respects.
Bill Barnes: 34:06
Yeah. I mean, it could be your sustainability person who's looking at responsible sourcing provides a solution to production and quality to say here's a more reliable source for that material for us, and more economic and less social media presence, shall I say? Right. Um, and then the quality the quality people like who let the sustainability person in the room? But that's a brilliant idea.
Xavier Francis: 34:35
Yeah, yeah, exactly. Exactly. I love it. Yeah. Well, I certainly do appreciate you both being here today. Thank you for your expertise. Taking the time again, however you all celebrate world quality week, please enjoy it. Thanks for being here. Thanks a lot for you. Thank you for the opportunity. All right, and we want to thank you, our listeners, for taking the time to enjoy our podcast today. We hope you've learned a lot as we've journeyed into the past and look to the future of quality. In an ever-changing world, it's so important to take the message of this year's World Quality Week to heart and think differently. Think differently about how quality affects your business and the change and opportunities it can bring. While the new revision will bring its ever-evolving concepts and principles, it's important to embrace them as part of your business culture and the opportunities that it'll bring. Be sure to read LRQA's World Quality Week articles at our website, www.lrqa.com, and keep tuning in to our Future in the Focus podcast each time it's released. And remember, from the first ISO 9001 to today's integrated systems for quality, safety, sustainability, and cybersecurity, one principle has remained constant. Progress depends on thinking differently. That mindset continues to define how organizations manage risk and how LRQA helps them build trust. Have a great day, everyone.