Scenario- A landscaping company who do not actually produce, rather they provide a service. Ex 'one man band' which has evolved into a business employing 25 people.They had no formal QMS or defined systems and I have spent 6 months of writing basic procedures and method statements. However, I am stumped with Contract review and Sales Order procedure - the driving force is to get business by any means possible and until a quotation is accepted, there is no formal review of how the contract will be fulfilled. There are 3 persons who create quotations - the MD, the Exterior Projects Manager and the Interior Sales Designer. When writing quotations (for which they all have a different numbering system!) there are 3 basic considerations -whether or not a sale will give a realistic return on costs, and whether or not they can get the plants and if it is in a location that they can get to. When an order has been accepted they then juggle the rota of 6 teams of technicians and order the plants to actually to meet the promised installation or maintenance contract. Skips, van hire and machinery is also considered at this point. Surprisingly, this works in 99.9% of cases but I just dont know how to show it does. The MD does not like flow charts. All procedures must be written documents. I would appreciate any comments, ideas or even examples of couments from anyone else who has been in this situation. Resistance to change is huge as well...which does not help. Thanks.