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The qualifications landscape

The Chartered Quality Institute Qualifications Vincent Desmond, Executive Director BD and Comms vdesmond@thecqi.org. The qualifications landscape. All change in vocational qualifications The move to competence in business

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The qualifications landscape

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  1. The Chartered Quality InstituteQualificationsVincent Desmond, Executive Director BD and Commsvdesmond@thecqi.org

  2. The qualifications landscape • All change in vocational qualifications • The move to competence in business • Industry requirements for qualifications to support competence in quality management

  3. The new QCF

  4. Competence – Oxford English • A noun • 1 the quality or extent of being competent. • 2 an income large enough to live on.

  5. Competence - CIPD • Competencies are a signal from the organisation to the individual of the expected areas and levels of performance. They provide the individual with a map or indication of the behaviours that will be valued, recognised and in some organisations rewarded. Competencies can be understood to represent the language of performance in an organisation, articulating both the expected outcomes of an individual’s efforts and the manner in which these activities are carried out.

  6. Those organisations that had a competency framework in place were asked what proportion of employees were covered. The results showed that on average almost four out of five employees (78%) were included. Half of those with a framework in place (50%) reported that they had a single framework across the organisation. It is common therefore for competencies to extend across the organisation and be expressed as a single framework.

  7. Competence – levels • Novice: Rule based behaviour, strongly limited and inflexible • Experienced Beginner: Incorporates aspects of the situation • Practitioner: Acting consciously from long term goals and plans • Knowledgeable practitioner: Sees the situation as a whole and acts from personal conviction • Expert: Has an intuitive understanding of the situation and zooms in on the central aspects • Dreyfus & Dreyfus

  8. Defining the quality function • Leadership • Systems Management • Product/Service Quality Assurance • Supplier Quality Assurance • Business Improvement • Audit

  9. Competence in the quality function • A move from knowledge to outcomes: • Defence industries • Nuclear

  10. BOQK • Module 1: Concepts of Quality, its History and DevelopmentModule 2: Customers, Suppliers, other Stakeholders and MarketsModule 3: Interactions of Organisations and PeopleModule 4: Technologies and TechniquesModule 5: Laws, Standards, Models, Associations and Professional BodiesModule 6: Corporate Strategy

  11. Old CQI Qualifications • D1 Principles of Quality and Data AnalysisD2 Quality managementD3 Tools and techniquesD4 Communication and project managementD5 Quality projectD6 Quality and environmental management (elective)D7 Information technology and quality management (elective)

  12. New CQI qualifications

  13. New CQI Qualifications • Quality Assurance • Quality Control (4.3, 4.4) • Law (directives, product liability) (5.1, 5.4) • Reliability (4.4) • Quality Assurance (1.1, 1.2, 1.4) • Product Lifecycle (4.1, 4.3) • Problem Prevention (4) • New Product Introduction (4.1, 4.5)

  14. New CQI Qualifications • Quality Assurance • Critically compare the impact of reliability on customer satisfaction. • Analyse the impact of reliability on a customers repeat purchase habits. • Critically evaluate the impact of poor reliability on a customer (individual/organisation). • Evaluate the financial impact of poor reliability and additional costs associated with failure in service. • Evaluate methods for determining product/service reliability. • Calculate and predict the components and systems for product/service failure rates over time. • Critically evaluate methods for predicting product/service reliability. • Prepare a report on predicted reliability for a product or service from failure data. • Develop a plan for identification and management of causes of poor reliability. • Prepare a report outlining current reliability performance and a prioritized plan for improving product/service reliability. • Justify and apply methods for assessing reliability and impacts of potential failure modes.

  15. The common quality related problems that commonly occur at each stage and their likely causes; Customer/Stakeholder vs. Product focus; Triple role of internal; Customer/processor /Supplier; Closed feedback loop of management control and Design Review. Modification and change requests; Impact of Product recall; Preferred numbers and standardised design features; contract law; product liability • The tools for Quality in Design, including Quality Function Deployment (QFD), Life Testing, Environmental Test Labs, Reliability Prediction and Failure Cause and Effects Analysis, Design of Experiments. • Conceptual Design: QFD tools including Affinity Diagram, Kano Model, Tree Diagrams, House of Quality, Arrow or PERT diagrams, PDPC Diagrams, Gantt Charts • Functional Design: Life testing, accelerated Life testing, environmental test laboratories, AGREE type test programmes. • Design for Manufacture; Process Capability Studies: Make or Buy decision making. • Workplace organisation – 5S, Waste identification and elimination – 8 Wastes, Key performance measures – 7 measures, Total productive maintenance, Single minute exchange of dies, Standard operating procedures, Failure mode effect analysis, Lead time analysis, Value stream mapping, Jidoka, Theory of Constraints, single part flow, Kanban.

  16. Assessment methods

  17. Launch of qualifications • September 2009 for providers • September 2010 to students

  18. Thank you

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