Deep Soil Mixing Ltd have successfully met and achieved ISO 9001:2015 and ISO 14001:2015 Certification

We are pleased to announce that following a thorough external audit by a UKAS certification body,

Deep Soil Mixing Ltd have successfully met and achieved ISO 9001:2015 and ISO 14001:2015 Certification

How the journey began…

Quality Systems Consultancy Ltd (QSC) were initially contacted by telephone and asked to review the company’s current system Integrated Management System (IMS) which included ISO 9001 & ISO 14001 requirements.

Following a site visit it was fairly evident that the system needed some attention to detail including a  review of the documentation and record control.

The company allocated resource to help achieve the improvements and drive the IMS. This was also supported by bimonthly meetings with the top management to ensure the focus on the system was not left to other members of staff to implement, and also showed top management commitment and drive.

Business Context:

Deep Soil Mixing Ltd (DSM) decided to carry out a review to identify the internal and external issues that could affect the achievement of meeting customer requirements and to identify the possible opportunities the company could gain by improving the IMS and in particular the environmental improvements to be obtained by the use of various changes to the mixing process and materials used.

The areas of threats and weakness were risk assessed to determine the major risks to the business (see Risks & Opportunities below).

During the review, various interested parties were considered along with the expectations of these parties. This was recorded and methods of how DSM could ensure meeting the expectations were considered and controls drawn up to achieve requirements and expectations

The scope of the IMS was discussed within the senior management team and was concluded as “The construction and associated in-process testing of soil mix solutions for commercial and domestic applications.

The scope was recorded in the IMS (as per the requirement of 4.3 in ISO 9001:2015 and 14001:2015).

Exclusions in the IMS were considered and as the company did not have any justifiable exclusions, all clauses of the Standard were addressed.

The IMS consists of a manual (which QSC helped develop) and a few written procedures along with master forms and documents. An interrelation chart is in place and identifies how the various processes interact within the IMS and identifies inputs and outputs of the system.


From the very beginning and during the process of creating the ISO system, the Managing Director and Director became very involved and directed their management team to implement any recommendations raised by QSC. They attended many of the management meetings and ensured resources were made available and fully promoted the IMS within the business.


QSC held regular meetings with the management team and directed the company in the direction it needed to take to achieve certification.

Minutes of meetings were recorded and actions allocated with time scales to make the agreed improvements happen.

It is fair to say the company has a senior management team fully committed to achieving the best for the company whilst ensuring the focus is on continual improvement (clause 10.3 in ISO 9001 and 14001:2015) and delivering the best customer service. The senior management were also very heavily involved in achieving the best for the business and achieving the desired outcomes.

The Quality and Environmental policy was created and written by DSM with inputs from QSC to ensure full compliance to the standards as well as being used for the purpose of driving the system within the business.

The policy is available to interested parties upon request  – a requirement of the Standard to make the policy available to interested parties. The policy is also posted on company notice boards and discussed at inductions of new staff.

The roles and responsibilities of individuals with respect to the IMS have been discussed and noted in the IMS and are explained and agreed at induction and during staff appraisals.

Ultimately the company are using the ISO 9001/14001:2015 management system as part of the drive for improvement.

Business Risk and Opportunity:

Following the Business Risks and Opportunities review, these were risk assessed to determine the greatest risks to the business. This has been tabulated and controls considered and implemented. Once the risks have been identified and a residual risk determined, system improvements were and have been implemented by the company to drive risks down and to raise standards within the business.

From the review ‘opportunities’ have also been assessed to determined and how these opportunities can be achieved. Actions and timescales have been set and reviews are carried out to ensure both risks and opportunities are being reduced and/or achieved.

Measurable targets have been set at the Management Review (see below) and the resources required to implement achievements are discussed. Regular reviews of the targets are being held to show the status of the targets and to allow progress tracking.


To achieve improvements and to maintain compliance to the Standard, all of the employees have attended awareness training on the IMS and ISO Standards.

Following awareness training, individual training records were reviewed, updated and are being maintained to ensure that all staff have adequate training applicable to their roles and responsibilities.

The company has reviewed the type of staff it has in various roles to ensure the right person is in the correct position within the business to achieve their personal and business ambitions.

All documents (forms) used in the business relating to the IMS have been fully reviewed, amended (as necessary) and are controlled to prevent inaccurate out of date forms being used. A simple master document register has been created that lists all of the forms that are individually identified by a unique reference, an issue status and a date of issue. Any changes to the forms are recorded on the master documents register and the issue status amended on the specific form to identify the status. This is a mandatory requirement of the company and all staff are aware of the need to control forms.

All records are retained electronically and fully controlled. As part of the company’s commitment to continual improvement, the IT system is constantly under review and improved as necessary.

Any changes to the system are incorporated in the IMS and considered as part of complying with clause 6.3, Planning of Change.

The infrastructure of the business has been significantly improved to ensure customer satisfaction. Areas such as improved laboratory controls, improved housekeeping, greater controls on equipment etc have all been implemented.

QSC helped the business to consider the infrastructure and continues to offer suggestions and encouragement.

The work environment is also considered by the company to ensure that the staff are provided with adequate equipment and resource. This was discussed at the management meetings and is still improving. Similarly, any equipment needed to determine accurate measurement has been calibrated.

The company has developed controls for all equipment requiring calibrating and identification of the same. Staff are aware of the need to maintain equipment in a good state of repair to ensure accuracy. Processes have been developed by the company to ensure a full recall of equipment for calibration at specified times.

As part of the companies drive for exceeding client expectations as well as keeping informed of best practices, the company uses the services of QSC, as well as trade associations, government website etc, to ensure the knowledge of the business is maintained and information shared throughout.

Operational Controls:

To ensure consistency of product and service DSM Ltd have developed and improved on its systems to manage and produce information and testing to meet and exceed customer and other interested parties expectations.

Dedicated staff are responsible for testing of product, whilst others control customer communications, support and advice.

As part of the IMS new improved documents have been introduced, better methods of communication, improved site set up all introduced to achieve a better service to clients.

Supplier reviews have been completed and information obtained to demonstrate that suppliers are being monitored.

QSC has provided templates that have been adopted by DSM UK to request information from suppliers. Performance of suppliers is incorporated into the management meetings.



Monitoring and Measurement:

All parts of the business generate different information that is managed.

The information includes customer perception data and feedback, this is obtained by various formats including repeat business, number of complaints, referrals, meetings etc.

Other data reviewed includes production performance, supplier performance, business risks and opportunities etc

Results of the monitoring and measurement are all documented.

Internal Audits:

A key part of addressing the requirements of the IMS is to carry out internal audits to see how well the business is doing to meet the requirements of the Standard.

The audits have been completed by QSC who are considered to be impartial from the processes being audited. Non-compliances have led to improvements to the system and have been used to drive continual improvements.

QSC have assisted DSM to implement their internal audit schedules to ensure all processes of the system have been covered as part of an internal audit.

The audit process is used as a positive method for identifying system strengths as well as weaknesses. All of which strive to achieve the expectations of interested parties and improve the company’s IMS.

Management Review:

Another key requirement of the standards is to review the complete IMS. This is done on a regular basis at least annually by all of the senior management team, meeting to discuss the key areas of the system and using an agenda that covers the requirements of the standard. Additional meetings are held to ensure areas of the IMS are not left to an annual discussion.

The minutes are fully documented along with any actions needed and completion dates to be achieved.

This meeting is very important and is given all the relevant support and drive necessary to achieve improvements.

Key areas that have been discussed include the reduction in business risks and achievements of opportunities, tracking of the companies targets and objectives, environmental aspects and impact improvements, customer feedback, training and the implementation of the skills learnt, suitability of the IMS policy etc.

QSC are actively encouraging to push the IMS forward, to help the business succeed and achieve.

Non-Compliances and Corrective Actions:

When issues are reported or identified, a noncompliance process is in place to record, investigate and reduce or eliminate complaints or issues.




QSC have assisted in the implementation of an ‘Action / Improvement Log ‘ which has been developed to ensure the information recorded is suitable for DSM’s requirements as well as achieving compliance to the Standard.

Since implementing the log there has been a significant reduction in customer complaints and a noticeable improvement in production efficiencies and throughput.

IMS improvements have been developed to make a positive impact in DSM and improve client service and expectations.

Continual Improvement:

Ultimately the business can only achieve ongoing improvement if it implements an IMS.

DSM are a prime example of how by the development and best practises of an IMS, business can become better at what it does, attract more customers, more environmentally considerate and more efficient.

External Audit:

As DSM’s management system has been in place for a while its development and implementation is quite mature,  and so the  final stage of the system review is to have it independently audited to confirm full compliance to the ISO 9001:2015 and 14001:2015 standards.

This shows the company is implementing the requirements and controls needed to achieve ISO Certification and has been independently verified.

QSC arranged the full certification process with Forefront Certification Ltd and DSM achieved recommendation for continued certification to ISO 9001:2015 and 14001:2015 following a 1 Day External  Audit by two UKAS certified auditors.

Congratulations to all at Deep Soil Mixing Limited on your significant achievement !

So, why not book your ISO Certification Gap Analysis and start the journey to ISO success?

We offer support with ISO 9001:2015, 14001:2015, 27001:2013 and 45001:2018 certification.

Call the team at QSC on 01889 881887 to book your ISO review.

ISO 9001:2015

Achieving ISO 9001 involves a logical steps starting with a review of the standard against the system you are currently operating and noting strengths and weaknesses. We can help you review this area to build a program of improvements to meet the requirements of ISO 9001:2015.

ISO 14001:2015

Achieving ISO14001 does not have to be hard work. With the right approach and  with top management commitment we can guide you every step of the way to ensure that your procedures are fully compatible with the requirements of the standard.

ISO 45001

QSC Consultancy can offer a full Health & Safety System compliant with ISO 45001  the Occupational Health & Safety Management System. This system will assist you in managing Health & Safety Risks and facilitate legal compliance.

Quality Systems Consultancy

Quality Systems Consultancy Ltd
The Nook
Blithbury Road,
WS15 3HQ

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Quality Systems Consultancy Ltd
The Nook
Blithbury Road,
WS15 3HQ

Telephone (Office)

01889 881887


07900 558547
07818 402094

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