Introduction Lloyd Register Group (LRG) is a company that is engaged in high-risk business because their clients work with valuable assets in the industries where mistakes can be costly. Quality improvement (QI) is thus a critical element for ensuring that the services the company provides are excellent. Notably, QI is based on a systemic approach, rather than changes that target a single aspect of operations, which allows businesses to implement tools and techniques of quality assurance across different departments and operational activities. This paper aims to critically appraise the LRG’s strategy for QI, examine the tools and techniques implemented by management, and strategic application of quality. Range of QI Tools, Methods, and Models Used by LRG LRG is a multinational company and an industry leader that helps companies ensure that their products and services align with recognized standards. As such, by reviewing the QI process of this company, one can assess the main tools and techniques used by private organizations. In basic terms, QI is possible when the output of operations, in the case of LRG, aligns with the set standard, and in instances where the two are not aligned, actions to correct the process are implemented. LRG achieves this by combining the main methods used in total quality management (TQM) – Six Sigma, Lean, and P30. As the company outlines the results, they can have cohesive documentation and outcome records, a well as retain knowledge and learn continuously to enable improvement. The main element of QI that LRG developed and implemented is a unified group plan, which is based on non-financial metrics, as opposed to previous performance reviews, which considered only the latter. Before this, the performance appraisals were based mainly on meeting the financial targets of different subsidiaries and groups within this company, which arguably overlooked essential aspects of operations. By focusing on financials only, the organization fails to account for the number of satisfied clients or the alignment of LRG’s service with the purpose. QI’s goal is not merely connected to a better service provision, the underlying purpose of implementing QI tools is profitability. Better quality translates into lower costs and higher profits. However, when focusing on financial measures alone, the company overlooks essential elements that contribute to the provision and sustainability of high-quality services. Therefore, LRG’s step towards different measurement metrics and techniques that focus on a variety of key performance indicators (KPI)’s. In traditional thinking, investment in quality is not always associated with the enhancement of a firm’s financial performance. However, the Taguchi loss function displayed in Picture 1, demonstrates that the increase of variation leads to a subsequent decrease in client satisfaction. This is an essential concept for understanding quality because providing a service that is consistent and always presents the high-level expertise of LRG’s employees is crucial. The variation, in this case, is the difference in the quality of services that LRG presents. Lower specification limit (LSP) and upper specification limits (USL) used to be considered as a r