When we are looking for ISO consultant, we can not judge in advance, at least, we can not be one hundred percent sure if we are dealing with professionals. One of the main requirements of the quality management standard is the evaluation of suppliers: it can easily happen that the customer does the same mistake in choosing the consultants like he did before when a management system was developed. We recommend setting up a system aspect when choosing a consultant so we can determine its competence and the level of its professionalism. We gathered the major flaws of ISO consultants, which can come in their work. 
Author: Dániel Weszelovits
FrameWork Hungary Kft.
1. Only one solution known

It takes certain time in order to a consultant gains adequate experience. He/she works well if he knows not only one scheme, but able to propose more alternatives, suggestions, solutions- not certainly provided by ISO standards compared to the company’s objectives, opportunities. A good consultant shows the black and white (both) sides of quality management, has relevant work experience and references.

2. Cannot prescient from their own area of expertise
The ISO consultant works as a project manager in with the company to be disposed, he doesn’t have to understand the concrete specific field, where the company operates and it is not expected. Standards are general the consultant have to see through the logic and rationalism of processes, his mission is to help interpret the principles of standard for the company specifically. A previous profession of the consultant, professional composition can impress its quality upon his work, for instance a technician can bring a technical approach into the performance.

3. Only the certification floating in the eye
Who would like to improve on operation, for those getting a certification is not obligated, standard not prescript it anywhere. According to the common experience aspiring to the quality efficiency is stronger by those whom target is not getting the certificate, but performing a well operated system.

4. Cannot stay independent
It closely link to the previous statement, this typical incident. Can not vote for a familiar consultant auditor acquaintance or certificatory company, cannot bring somebody with him just because his partner is always kind and flexible. After an independent auditor appears order has broken and system is turned. A permissive ‘familiar’ client- centred auditor does not serves the interest of client and in course of time it will weaken the consultant’s ability and judgement.

5. Hail data avalanche to the client
There is few consultant who was properly trained to do consultancy. Because of this they don’t know the proper practice of handover knowledge. This time happens that they hail all necessary information to the customer like an avalanche, or even worse: following the numeration of ISO standard. After leaving customer can just wonder on the top of impenetrable data set.

To the practice of consultancy is necessary to have strategy and milestones. Act upon this he should handover all knowledge organized, explain that which regulation why necessary. The handover is slower but the system performance become faster- because of successful understanding.

6. Can not involve management accordingly
It is a significant point of view, not to say one of the most important the commitment of management. Without it result can not be produced. After all in case of unsuccess the consultant can’t blame them  because of the lack of commitment. Although sometimes it is challenging to involve them, if managers during the process see that corporate work will have evident results like growth of profit and efficiency and processes will stay organized will able to bring more commitment like a great speech in the kick off meeting.

So a good consultant helps at proper interpretation of standards, by his assistance mistakes and faults are avoidable, the performance of management system and its diversed process now become smooth.