CQI Qualifications syllabus for education centres

Transcription

1 CQI Qualifications syllabus for education centres CQI0051/Sept 10

2 Contents: 1.0 About us Syllabus design Syllabus structure Study methods Pre-course requirements Academic qualifications Vocational/occupational qualifications Accreditation of prior achievement Teaching Strategy Assessment criteria Indicative content Percentage weighting Assessment and awards Examination Assignment Project Mark Grade Descriptor Award of Certificates Appeals CQI Qualifications CQI Units CQI Assessment terminology CQI0051/Sept10 issue 1.1 Page 1 of 61

3 1.0 About us Our vision Quality at the heart of every organisation. Background The Chartered Quality Institute (CQI) is the chartered body for quality management professionals. Established in 1919 and formerly the Institute of Quality Assurance, we gained a Royal Charter in 2006, and became the CQI shortly afterwards in January Incorporated by Royal Charter and a registered charity (no ), the CQI exists to benefit the public by advancing education in, knowledge of and the practice of quality in industry, commerce, the public sector and the voluntary sectors. In short, the CQI exists to help make business better. Our Royal Charter sets out the Institute s terms of operation and a copy is published on our website ( us). We promote the quality management approach, based on planning, measurement and improvement, which delivers the following benefits for organisations: improved customer satisfaction reduced costs and improved profitability improvement and innovation identification and management risk corporate care and responsibility We recognise that these business outcomes can only be delivered by competent quality professionals, CQI members, and in support of this the CQI provides the following services: promoting the benefits of the quality management approach to industry maintaining the Body of Quality Knowledge disseminating quality knowledge and resources providing qualifications and training assessing and recognising quality competence The Chartered Quality Institute is recognised by the Office of Qualifications and Examinations Regulation (Ofqual) as an awarding body eligible to offer qualifications within the Qualifications and Credit Framework (QCF). 2.0 Syllabus design The 2010 syllabus has been developed following consultation with our stakeholder groups including: learners, employers and education centres. The 2010 syllabus supersedes the 2007 Certificate and Diploma in Quality and the range of qualifications has been extended to include role based qualifications. The 2010 syllabus has been designed in accordance with the Qualifications and Credit Framework (QCF), and terminology is consistent with the glossary in the Regulatory arrangements for the qualifications and credit framework 2008 published by Ofqual. CQI0051/Sept10 issue 1.1 Page 2 of 61

4 The process for design, delivery and award of the CQI Qualifications is approved by the CQI Stakeholder board in accordance with their terms of reference. 3.0 Syllabus structure Each qualification is made up of a number of units; units may appear in more than one qualification. Each qualification and unit will be assigned a level, indicating difficulty or challenge. A qualification may contain units at a lower or higher level than that of the qualification, in all cases the level of the qualification is that of the majority of units. See 4.0 (page 6) for a summary of the units required for each qualification. Each unit is essentially free standing but has clear links and relationships with other units. As part of the learning process, special focus is placed on the ability to transfer knowledge, practices and skills between and across units. Each unit is made up of: level credit value learning outcomes assessment criteria for each learning outcomes indicative content for each unit Body of Quality Knowledge (BoQK) reference Suggested reading list Level: an indication of the relative demand, complexity and/or the autonomy of the learner in demonstrating that achievement. Credit value: the number of credits which will be awarded to the learner for the successful achievement of the unit. Learning outcome: a statement of what a learner can be expected to know, understand or do. Assessment criteria: description of the requirements a learner is expected to meet to demonstrate a learning outcome as been achieved. Indicative content: guidance for the areas to be addressed which may arise in the examination (also see 6.2). Body of Quality Knowledge (BoQK) reference: relationship between the unit content and CQI Body of Quality Knowledge, see: thecqi.org/knowledge-hub. Suggested reading list: literature which may cover the indicative content of the unit. 4.0 Study methods There is considerable flexibility in the modes of study to enable these qualifications to be tailored to the needs of learners and employers. The units may be taken in any order by the learner. CQI education centres can run part-time day and evening courses, full-time block release courses and open/distance learning courses. CQI0051/Sept10 issue 1.1 Page 3 of 61

5 Each unit is assigned a QCF credit value which reflects the amount of learning time taken for a learner at the level of the unit to acquire the relevant knowledge and skills to achieve the learning outcomes of the unit to the standard of the assessment criteria. Learning time consists of self study (reading the assignments, exam revision, research) and teaching time, otherwise known as guided learning hours (directed study, classroom). CQI0051/Sept10 issue 1.1 Page 4 of 61

6 CQI Qualifications and unit matrix 2010 syllabus The unitised approach allows learners to use the learning they have completed towards future qualifications. CQI ref: Unit title Unit level QCF Credit U301 People in quality 3 3 Assignment U501 People in quality 5 4 Exam U302 U502 U303 U503 Management system models 3 4 Exam Management system models 5 5 Assignment/project Monitoring and measuring for quality 3 3 Exam Monitoring and measuring for quality 5 4 Assignment /project U304 Quality management 3 5 Assignment U504 Quality management 5 5 Exam U305 Using quality to improve business perf. 3 4 Exam Quality Management Systems Management Assuring service & product quality Managing supply chain quality Quality improvement for business Quality management systems audit Qualification type C C C C C C D Qualification level QCF Credit value Assessment method C301 C501 C502 C503 C504 C505 D501 Quality management U505 U306 U506 U507 Using quality to improve business perf. 5 5 Assignment/project Management systems audit 3 4 Exam Management systems audit 5 5 Assignment/project Quality related legislation and regulation 5 5 Assignment/project U508 Quality planning in the product life cycle 5 4 Assignment/project U509 Quality Assurance 5 3 Assignment/project U510 Quality control 5 5 Assignment/project U511 Quality in the supply chain 5 4 Assignment/project U512 Business research 5 3 Project CQI0051/Sept10 issue 1.1 Page 5 of 61

7 5.0 Pre-course requirements The learners must complete the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing all level 5 qualifications. Applicants may need to undertake an interview with a CQI education centre to ensure that they have the necessary skills and knowledge to complete the course successfully. The Body of Quality Knowledge produced by the CQI may be of interest when looking at experience of skills and knowledge. A pass at Maths and English GCSE is advisable. 5.1 Academic qualifications Although the CQI does not require any formal academic qualifications learners should be made aware that they may be required to make mathematical calculations. 5.2 Vocational/occupational qualifications CQI does not stipulate that potential learners should have any particular qualifications before enrolling on CQI qualifications Accreditation of prior achievement The CQI has a policy on the recognition of prior achievement; details can be found within the current CQI Policies and Procedures document. To request a copy, please contact CQI Education at education@thecqi.org. 6.0 Teaching Strategy 6.1 Assessment criteria The drivers behind the coursework assessment and examination are the assessment criteria. When preparing the course material this should be considered. Each unit has a level which determines the level of complexity being assessed. Extracts of level descriptors (taken from QCF guidelines) are below: Level 3 units Knowledge and understanding Use factual, procedural and theoretical understanding to complete tasks and address problems that, while well defined, maybe complex and non routine Interpret and evaluate relevant information and ideas Be aware of the nature of the area of study or work Application and action Address problems that while well defined, may be complex and non routine Identify, select and use appropriate skills, methods and procedures Use appropriate investigation to inform actions Review how effective methods and actions have been Interpret and evaluate relevant information and ideas be aware of the nature of the area CQI Centre Syllabus CQI0051/AprilDraft01 Page 6 of 61

8 of study or work Level 5 units Knowledge and understanding Use practical, theoretical or technological understanding to find ways forward in broadlydefined, complex contexts Analyse, interpret and evaluate relevant information, concepts and ideas Be aware of the nature and scope of the area of study or work Application and action Address broadly-defined, complex problems Determine, adapt and use appropriate methods and skills Use relevant research or development to inform actions Evaluate actions, methods and results. Understand different perspectives, approaches or schools of thought and the reasoning behind them 6.2 Indicative content Indicative content is guidance for the areas to be addressed which may arise in the examination/assignment brief. These are areas which will be expected to be discussed within the framework of learning outcomes and assessment criteria. The way that the questions are approached is governed by the learning outcomes (see 6.1). For details of what areas may be addressed by the indicative content the indicative reading list will be used as the basis for the preparation. Where units refer to standards, please refer to the published national and international standards for definitions and interpretations. 6.3 Percentage weighting Each assessment criteria carries the same weighting within the unit. For example, if there are five assessment criteria for one unit then each will carry a 20 per cent weighting. The most appropriate form of assessment, e.g. assignment, project or examination, will be used for each unit. 7.0 Assessment and awards This section deals with the summative assessment of learner performance. The assessment framework has been designed to allow flexibility in matching forms of assessment to: teaching and learning strategies the overall aims and learning outcomes the desired outcomes of individual units. Each unit will be assessed by either examination OR assignment OR project, the normal assessment method for each unit is indicated within each unit in CQI Qualification and unit matrix. 7.1 Examination Unit examinations will be held twice a year in January and June. CQI0051/Sept10 issue 1.1 Page 7 of 61

9 The unit examinations will be set and marked by the CQI. Examination results will be posted to learners within one week of the CQI Awarding Committee meeting (usually held in March and August). Examination results will be communicated using the grading system outlined in section 7.4. There is no limit to the number of re-sit examinations/assignments per learner. 7.2 Assignment Coursework assessments may take a variety of forms, e.g. essay, report, presentation, critique, review etc. Each unit assignment submission will be equivalent to 4,000-5,000 words per unit. In order to ensure that the learning outcomes of each unit are addressed, assignment briefs will be sent to education centres prior to the commencement of courses, usually in August/September for January assessment and December/January for June assessment. Assignment briefs may be repeated over assessment periods, in which case confirmation of this will be given. All assignments must be referenced using the Harvard referencing system. 7.3 Project Unit Business Research Level 5 requires a project of 7,000 to 10,000 words. When completing this unit learners can elect to combine this project with the assessment of the learning outcomes for another level 5 assignment unit for their elected qualification. For example: a learner studying the Level 5 Certificate in Quality Improvement for Business would elect to combine the Business Research unit project to demonstrate the learning outcomes of EITHER the Monitoring and measuring for quality (level 5) OR Using quality to improve business performance (level 5) unit. 7.4 Mark Grade Descriptor Unit assessments will be graded in the following categories: 0-49% Fail 50-64% Pass 65-79% Merit 80%+ Distinction To be awarded a qualification learners will need to achieve a Pass or above in all the required units. 7.5 Award of Certificates Each unit will be graded and certificated individually. ONLY learners who successfully complete all required units, within the specified time frame will be eligible for the award of the relevant qualification. The learners are expected to complete the Certificate study within 2 years and Diploma study within 4 years. This time limit will start after their first unit assessment. CQI0051/Sept10 issue 1.1 Page 8 of 61

10 The Qualifications are not graded. Where certificates for accredited qualifications are issued, the regulators logos on the certificate indicate that the qualification is accredited for England, Wales and Northern Ireland. 7.6 Appeals The CQI operates a full and independent appeals procedure. Information is available on the CQI website at CQI0051/Sept10 issue 1.1 Page 9 of 61

11 8.0 CQI Qualifications Each CQI qualification is constructed from a set of units benchmarked against the CQI s Body of Quality Knowledge. This unitised approach allows learners to use units that they have completed towards future qualifications that they may need as their role and responsibilities change. This section outlines each qualification, potential roles, progression and units involved. Certificate in Quality management Qualification title Certificate in Quality management Qualification level 3 Qualification credit 19 CQI Reference C301 Summary The Level 3 Certificate in Quality Management provides those responsible for service or product quality with the foundation for formal development in this role and an introductory qualification for new and potential quality managers. The qualification provides an understanding of what quality means in an organisational context and the component parts of the quality management process. Potential roles: Quality technician Customer service team leader Operations team leader Engineering technician Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, including the CQI Level 5 Diploma in Quality Management, or any of the CQI Level 5 Certificates. Units included in this qualification: People in Quality (level 3) Management system models (level 3) Monitoring and measuring for quality (level 3) Quality management (level 3) Using quality to improve business performance (level 3) CQI Centre Syllabus CQI0051/AprilDraft01 Page 10 of 61

12 Certificate in Systems management Qualification title Certificate in Systems management Qualification level 5 Qualification credit 29 CQI Reference C501 Summary The level 5 Certificate provides new and existing systems managers with the skills to plan, implement and assess the effectiveness of an organisation s business management system. The qualification does this by developing the ability to embed quality principles, standards and models into a business management system, and the ability to assess the system's ability to consistently support business and stakeholder needs. Potential roles: Systems Manager Business Systems Manager Quality Manager Compliance Manager Quality controller Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, including the CQI Level 5 Diploma in Quality Management, or any of the other CQI Level 5 Certificates. Entry requirements Learners must have completed the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing this qualification. Units included in this qualification: People in quality (level 5) Management system models (level 5) Monitoring and measuring for quality (level 5) Quality management (level 5) Using quality to improve business performance (level 3) Management systems audit (level 3) Business Research (level 5) CQI0051/Sept10 issue 1.1 Page 11 of 61

13 Certificate in Assuring service and product quality Qualification title Certificate in Assuring service and product quality Qualification level 5 Qualification credit 32 CQI Reference C502 Summary The Level 5 Certificate provides the knowledge and skills to implement systematic programmes that ensure product and service continually meet customer requirements. The qualification does this by developing the ability to implement appropriate assurance activities throughout the life cycle of the product/service and the range of business functions involved. Potential roles: Quality engineer Quality assurance manager Quality manager Quality control engineer Customer service manager Facilities manager Operations manager Production manager Production designer Production engineer Design engineer Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, including the CQI Level 5 Diploma in Quality Management, or any of the other CQI Level 5 Certificates. Entry requirements Learners must have completed the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing this qualification. Units included in this qualification: Monitoring and measuring for quality (level 5) Using quality to improve business performance (level 3) Management systems audit (level 3) Quality related legislation and regulation (level 5) Quality planning in the product life cycle (level 5) Quality assurance (level 5) Quality control (level 5) Business Research (level 5) CQI0051/Sept10 issue 1.1 Page 12 of 61

14 Certificate in Managing supply chain quality Qualification title Certificate in Managing supply chain quality Qualification level 5 Qualification credit 30 CQI Reference C503 Summary The Level 5 Certificate provides the skills required to ensure that suppliers consistently provide product and service quality that meets the organisation's needs. The qualification does this by developing the skills required to ensure supplier performance in terms of quality, consistency, cost and delivery. Potential roles: Supplier manager Quality manager Supplier quality engineer Buyer Purchasing manager Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, including the CQI Level 5 Diploma in Quality Management, or any of the other CQI Level 5 Certificates. Entry requirements Learners must have completed the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing this qualification. Units included in this qualification: People in quality(level 3) Monitoring and measuring for quality (level 5) Quality management (level 3) Management systems audit (level 3) Quality related legislation and regulation (level 5) Quality control (level 5) Quality in the supply chain (level 5) CQI0051/Sept10 issue 1.1 Page 13 of 61

15 Certificate in Quality improvement for business Qualification title Certificate in Quality improvement for business Qualification level 5 Qualification credit 21 CQI Reference C504 Summary The Level 5 Certificate provides the skills required to improve organisation's business processes to deliver reduced waste, increased efficiency and improved customer satisfaction. The qualification does this by developing the ability to deploy improvement tools and project approaches for continuous and breakthrough improvement. Potential roles: Business improvement manager Quality assurance manager Quality manager Quality engineer Process owner Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, including the CQI Level 5 Diploma in Quality Management, or any of the other CQI Level 5 Certificates. Entry requirements: Learners must have completed the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing this qualification. Units included in this qualification: People in quality (level 5) Monitoring and measuring for quality(level 5) Quality management (level 3) Using quality to improve business performance (level 5) Business Research (level 5) CQI0051/Sept10 issue 1.1 Page 14 of 61

16 Certificate in Quality management system audit Qualification title Certificate in Quality management system audit Qualification level 5 Qualification credit 26 CQI Reference C505 Summary The Level 5 Certificate provides the auditing skills required to establish conformance of a system to quality standards, specifications and criteria. The qualification does this developing the ability to plan, conduct and report quality audits against quality criteria. Potential roles: Internal Quality Auditor Supplier Quality Auditor Audit Manager Supply Chain Manager Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, including the CQI Level 5 Diploma in Quality Management, or any of the other CQI Level 5 Certificates. Entry requirements: Learners must have completed the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing this qualification. Units included in this qualification: People in quality (level 5) Management system models (level 5) Monitoring and measuring for quality (level 3) Quality management (level 3) Using quality to improve business performance (level 3) Management system audit (level 5) CQI0051/Sept10 issue 1.1 Page 15 of 61

17 Diploma in Quality management Qualification title Diploma in Quality management Qualification level 5 Qualification credit 39 CQI Reference D501 Summary The level 5 Diploma in Quality Management provides new and existing quality practitioners with the knowledge and skills to plan and manage an organisation's quality management function. The qualification does this by developing a comprehensive understanding of the role of quality and the quality function within the whole organisation. Potential roles: Quality manager Quality assurance manager Customer service manager Operations manager Business improvement manager Business systems manager, Senior quality engineer Quality management specialist/consultant Progression: Successful learners may benefit from career enhancement and/or progress to any of the further qualifications in quality management after some experience and according to their circumstances, Learners who successfully complete the CQI Diploma in Quality management and have the required work experience will be eligible to apply for CQI membership as Member, Chartered Quality Professional. Successful learners will be able to use the designatory letters DipQ after their name which may enhance their career prospects and professional recognition. Entry requirements: Learners must have completed the CQI Level 3 Certificate in Quality Management or demonstrate equivalent knowledge and skill before commencing this qualification. Units included in this qualification: People in Quality (level 5) Management system models (level 5) Monitoring and measuring for quality (level 5) Quality management (level 5) Using quality to improve business performance (level 5) Management systems audit (level 3) Quality related legislation and regulation (level 5) Quality planning in the product life cycle (level 5) Business Research (level 5) CQI0051/Sept10 issue 1.1 Page 16 of 61

18 9.0 CQI Units People in quality (level 3) CQI ref: U301 Credit value: 3 CQI recommended teaching time: 10 hours Included in following Qualifications: Certificate in Quality management (Level 3) Certificate in Managing supply chain quality (Level 5) Unit Aim: To appreciate the impact of organisational values and culture on quality performance and understand how different behaviours can improve business performance CQI assessment method: Assignment Learning outcomes The learner will: Assessment criteria The learner can: 1. Understand the importance of organisational values and culture to quality performance 2. Understand behavioural approaches for getting results through people 3. Understand the importance of communication for managing quality Indicative content 1.1. Describe how organisational culture and values may impact on Quality performance Explain how human behaviour may positively or negatively influence Quality performance Outline the strengths and weaknesses of different theoretical approaches to human motivation, 2.2. Explain the relevance of these theories to modern quality management 2.3. Describe the elements required for effective team working 3.1. Describe the use of different methods for communication in quality management 3.2. Identify strengths and weaknesses of different communication methods CQI BoQK ref (where applicable): 1.1; 1.2; 1.5; 2.4; 2.5; 3.1; 3.2; ; 4.1; 4.3; 4.6; Principles of leadership and motivation Group dynamics Self directing work teams and Kaizen. Types of participative performance improvement activities including multi function teams, voluntary improvement activities and suggestion schemes. Influence of the quality gurus on work organisation CQI0051/Sept10 issue 1.1 Page 17 of 61

19 Professor Ishikawa combining craftsmanship with division of labour to create synergy Each of Dr Deming s and Crosby s 14 points. Juran s overcoming resistance to change. Feigenbaum quality responsibility Organisational support for team activities Steering committees, quality councils and other considerations for the support of participative approaches. Facilitation and management support for team based improvement activities. Training facilitators, team leaders and team members Communication One to one vs. one to many Interactive vs. non interactive Suggested reading list: Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-edition 2004 ISBN David Hutchins Hoshin Kanri The Strategic Approach to continuous improvement Gower Publishing Ltd Illustrated Edition 2008 ISBN John Oakland TQM Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN CQI0051/Sept10 issue 1.1 Page 18 of 61

20 People in quality (level 5) CQI ref: U501 Credit value: 4 Recommended teaching time: 10 hours Included in following Qualifications: Certificate in Systems management (Level 5) Certificate in Quality improvement for business (Level 5) Certificate in Quality management systems audit (Level 5) Diploma in Quality management (Level 5) Unit Aim: To understand the impact on quality of working environments and be aware of the wide ranging issues to be considered in the development of harmonious and effective work environments which enable the business to achieve its business objectives and improve performance CQI suggested assessment method: Exam Learning outcomes Assessment criteria The learner will: The learner can: 1. Understand the importance of organisational values and culture to the achievement of quality performance 2. Understand behavioural approaches for getting results through people 3. Understand the importance of communication for managing quality Indicative content 1.1. Analyse how the design of management systems is influenced by human behaviour and vice versa 1.2. Evaluate how management styles, culture and organisational structure impact on quality performance 2.1. Evaluate different approaches to leadership and motivation and their impact on quality 2.2. Evaluate goal setting and give examples to illustrate its influence on people s behaviour 3.1. Evaluate different methods for communication in quality management 3.2. Recommend appropriate communication methods for different quality management applications CQI BoQK ref (where applicable): 1.1; ; 2.4; 2.5; 3.1; 3.2; ; 4.1; 4.2; 4.3; 4.6; Principles of leadership and motivation Group dynamics Self directing work teams and Kaizen. Types of participative performance improvement activities including multi function teams, voluntary improvement activities and suggestion schemes. CQI0051/Sept10 issue 1.1 Page 19 of 61

21 Influence of the quality gurus on work organisation Professor Ishikawa combining craftsmanship with division of labour to create synergy Each of Dr Deming s and Crosby s 14 points. Juran s overcoming resistance to change. Feigenbaum quality responsibility Organisational support for team activities Steering committees, quality councils and other considerations for the support of participative approaches. Facilitation and management support for team based improvement activities. Training facilitators, team leaders and team members Communication One to one vs. one to many Interactive vs. non interactive Suggested reading list: Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-issue Edition 2004 ISBN Meredith Belbin Team Roles at Work Butterworth-Heinemann New Edition 2010 ISBN Will Schultz The Human Element: Productivity, Self-Esteem, and the Bottom Line (Jossey Bass Business and Management Series) Jossey Bass Illustrated version 1994 ISBN Meredith Belbin Management Teams why they succeed or fail Butterworth-Heinemann 3 rd Edition 2010 ISBN Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN David Hutchins Hoshin Kanri The Strategic Approach to continuous improvement Gower Publishing Ltd Illustrated Edition 2008 ISBN John Oakland TQM Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN CQI0051/Sept10 issue 1.1 Page 20 of 61

22 Management system models (level 3) CQI ref: U302 Credit value 4 CQI recommended teaching time: 30 hours Included in following Qualifications: Certificate in Quality management (Level 3) Unit Aim: To understand the spectrum of quality related standards and models, their commonalities and differences, their purpose and benefits to organisations and their underlying principles CQI assessment method: Exam Learning outcomes The learner will: 1. Understand the use of quality models in business 2. Understand the role of standards in quality assurance. 3. Understand the use of integrated managements systems within organisations Assessment criteria The learner can: 1.1. Compare the different uses of standards, regulations and management system models 1.2. Explain the benefits and limitations to organisations of using a quality model or standard 1.3. List quality standards and models used by organisations 1.4. Describe a recognised quality standard or model and explain its component parts 2.1. Explain the evolution and purpose of product/service standards 2.2. Explain how management system model requirements can be used to develop a quality management system 2.3. Explain the purpose of conformity assessment 2.4. Explain the role of bodies involved in standards setting and assessment of conformity Describe reasons an organisation might choose to have an integrated management system 3.2. Provide examples of standards that might be included in an integrated management system Indicative content CQI0051/Sept10 issue 1.1 Page 21 of 61

23 CQI BoQK ref (where applicable): 1.1; 1.2; 1.4; 1.6; ; 3.1; 4.1; ; ; 6.4 Management system models and standards ISO9000 / 1 / 4 Investors in People (IIP), EFQM Excellence Model Malcolm Baldridge National Quality Award Customer Service Excellence Standard Standards Evolution of standards for product conformity and variety reduction, weights and measures, safety, and management systems Company standards Other applications for standards and conformity assessment Product certification schemes CE Marking The role of Government, accreditation bodies, certification bodies, standards bodies, regulatory bodies, professional bodies, national and international quality award schemes, customers, consultants; interfaces. Integrated management systems Common elements of management systems - Policy - Document control - Responsibility and authority - Audit - Management review Principles required for the integration of management system standards to avoid replication of activities in the management process. Examples of standards that can be integrated into a single management system, include some specific named examples of: - Company standards - Management system standards - Regulations - Sector standards - Codes of practice - Customer standards Suggested reading list: Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN CQI0051/Sept10 issue 1.1 Page 22 of 61

24 Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-edition 2004 ISBN John Oakland TQM Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN CQI0051/Sept10 issue 1.1 Page 23 of 61

25 Management system models (level 5) CQI ref: U502 Credit value: 5 Recommended teaching time: 20 hours Included in following qualifications: Certificate in Systems management (Level 5) Certificate in Quality management systems audit (Level 5) Diploma in Quality management (Level 5) Unit Aim: To evaluate the commonalities and differences of the range of popular quality management standards and models in order to select a standard/model appropriate to a given organisation. To be able to evaluate the effectiveness and business benefit of a management system against selected standards and models. To be able to integrate standards and models appropriately. Suggested assessment method: Assignment Learning outcomes The learner will: 1. Understand the use of quality models in business 2. Understand the role of standards in quality assurance. 3. Understand the use of integrated management systems within organisations 4. Be able to assess the effectiveness of a management system Assessment criteria The learner can: 1.1. Evaluate the use of a range of quality models and standards and their benefits to business Describe how a quality model could be implemented within an organisation 2.1. Evaluate different approaches to standardization that have evolved over the years 2.2. Evaluate the effectiveness of a range of methods for conformity assessment 3.1. Evaluate the business case for implementing an integrated management system 3.2. Compare the key principles of a quality management system standard with another management systems standard 3.3. Prepare a business case for implementing an integrated management system of two or more management system standards 3.4. Prepare a plan to integrate a new management system standard into an existing management system 4.1. Analyse different approaches to assessing management systems for effectiveness CQI0051/Sept10 issue 1.1 Page 24 of 61

26 4.2. Evaluate a management system for compliance with a range of standards / models 4.3. Report on the level of compliance against the standard Indicative content CQI BoQK ref (where applicable): 1.1; 1.2; 1.4; 1.6; ; 3.1; 4.1; 4.2; 4.3; 4.4; ; ; 6.4 Management system models and standards ISO9000 / 1 / 4 Investors in People (IIP), EFQM Excellence Model Malcolm Baldridge National Quality Award Customer Service Excellence Standard Standards Evolution of standards for product conformity and variety reduction, weights and measures, safety, and management systems Company standards Other applications for standards and conformity assessment Product certification schemes CE Marking The role of Government, accreditation bodies, certification bodies, standards bodies, regulatory bodies, professional bodies, national and international quality award schemes, customers, consultants; interfaces. Integrated management systems Common elements of management systems - Policy - Document control - Responsibility and authority - Audit - Management review Principles required for the integration of management system standards to avoid replication of activities in the management process. Examples of standards that can be integrated into a single management system include some specific named examples of: - Company standards - Management system standards - Regulations - Sector standards - Codes of practice - Customer standards Assessment of conformance with Models and Standards Methods used for assessing the integrity of quality system models including the EFQM RADAR approach. Regulatory standards CQI0051/Sept10 issue 1.1 Page 25 of 61

27 Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN David Hutchins Hoshin Kanri The Strategic Approach to continuous improvement Gower Publishing Ltd Illustrated Edition 2008 ISBN John Oakland TQM Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN CQI0051/Sept10 issue 1.1 Page 26 of 61

28 Monitoring and measuring for quality (level 3) CQI ref: U303 Credit value:3 Recommended teaching time 20 hours Included in following qualifications: Certificate in Quality management (Level 3) Diploma in Quality management systems audit (Level 5) Unit Aim: To understand the importance of data collection and analysis as a means for decision making with regard to product and service quality, the use and limitations of the broad range of monitoring, measurement and diagnostic tools and techniques available and their application. CQI assessment method: Exam Learning outcomes The learner will: 1. Understand the role of monitoring and measuring in making decisions relating to quality 2. Understand the use of methods for data collection and analysis. Assessment criteria The learner can: 1.1. Describe the quality principle factual approach to decision making 1.2. List monitoring and measuring techniques that a business might use and identity where and how they might be applied 2.1. List and describe a selection of analytical tools for diagnosis and control of data (including variable, attribute, qualitative) 2.2. Interpret data and make conclusions or recommendations on results Indicative content CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 1.5; 2.5; 3.9; ; 5.6; 6.1; 6.4; 6.7 Fundamental principles Principle of factual approach to decision making (ISO 9000) Types of data: - variable, - attribute - subjective Introduction to sampling plans Reducing sampling risks Criteria for selection When, where and how much data to collect How it should be collected and by whom Types of data collection CQI0051/Sept10 issue 1.1 Page 27 of 61

29 Data collection methods: - Process measures - Key performance indicators - Surveys - Periodic sampling - In process inspection Tools for data collection Inspection and test records Automatic data collection Time based records (processing speed) Database queries and reports / data mining Check sheets / tally sheets Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN CQI0051/Sept10 issue 1.1 Page 28 of 61

30 Monitoring and measuring for quality (level 5) CQI ref: U503 Credit value: 4 Recommended teaching time: 10 Included in following qualifications: Certificate in Systems management (Level 5) Certificate in Assuring service and product quality (Level 5) Certificate in Managing supply chain quality (Level 5) Certificate in Quality improvement for business (Level 5) Diploma in Quality management (Level 5) Unit Aim: To be able to select the appropriate monitoring, measuring and diagnostic tools relating to specific product and service quality situations. To be aware of the advantages and limitations of methods selected and to be able to design and manage the data collection and analysis processes effectively. CQI suggested assessment method: Assignment Learning outcomes The learner will: 1. Understand the role of monitoring and measuring in making decisions relating to quality 2. Understand the use of methods for data collection and analysis. Assessment criteria The learner can: 1.1. Evaluate the use of qualitative and quantitative data in decision making for a range of situations For ongoing processes As part of process investigation Following improvement activity 1.2. Use a range of quality tools for data analysis 1.3. Evaluate the risks of making decisions based on incorrect process data 2.1. Explain criteria used in selecting a data collection method for decision making 2.2. Recommend appropriate collection methods taking into account data source and type Evaluate and use appropriate analytical tools for diagnosis and control of variable, attribute, and qualitative data for decision making 2.4. Report on the outcomes of monitoring and measuring activity Indicative content CQI0051/Sept10 issue 1.1 Page 29 of 61

31 CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 1.5; 2.5; 3.2; 3.3; 3.9; ; 5.6; 6.1; 6.4; 6.7 Fundamental principles Principle of factual approach to decision making (ISO 9000) Types of data: - variable, - attribute - subjective Introduction to sampling plans Reducing sampling risks Criteria for selection When, where and how much data to collect How it should be collected and by whom Types of data collection Data collection methods: - Process measures - Key performance indicators - Surveys - Periodic sampling - In process inspection Tools for data collection Inspection and test records Automatic data collection Time based records (processing speed) Database queries and reports / data mining Check sheets / tally sheets Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN CQI0051/Sept10 issue 1.1 Page 30 of 61

32 Quality management (level 3) CQI ref: U304 Credit value: 5 Recommended teaching time: 30 hrs Included in following Qualifications: Certificate in Quality management (Level 3) Certificate in Managing supply chain quality (Level 5) Certificate in Quality improvement for business (Level 5) Certificate in Quality management system audit (Level 5) Unit Aim: To understand the principles upon which the quality function is founded and the potential benefits to industry, customers and stakeholders. CQI assessment method: Assignment Learning outcomes The learner will: 1 Understand the meaning of the word quality when used in a work related environment 2 Understand how the concept of quality has evolved 3 Understand the key components of quality management 4 Understand how quality principles can improve business performance Assessment criteria The learner can: 1.1 Compare the use of the word quality for products, processes, and in relation to business performance 1.2 Explain the potential value to business of investing in quality. 2.1 Outline the key development stages in quality management. 2.2 Explain how these developments impacted on quality. 3.1 Describe the key components of quality management - Quality control - Quality assurance - Quality improvement 3.2 Evaluate the contribution of each component to quality management 4.1 Explain the quality management principles commonly used in quality management systems 4.2 Explain how the principles of quality can benefit an organisation, its customers, suppliers and other stakeholders 4.3 Explain the benefits of a preventive approach to managing for quality and outline the key stages in quality planning. CQI0051/Sept10 issue 1.1 Page 31 of 61

33 5 Understand the use of the Plan, Do, Check, Act (PDCA) cycle within management systems 6 Understand process design and improvement. 5.1 Explain how a closed loop management systems may benefit an organisation 5.2 Describe the four stages of the PDCA cycle and analyse how this can be used to improve quality 6.1 Use a process flow diagram to illustrate the stages of a process 6.2 Describe the design and implementation of a process applying the principles of the PDCA cycle. Indicative content CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 1.5; ; ; 4.6; 5.3; 6.4 Understanding Quality Definitions of the meaning of the word quality from a range of sources The evolution of Quality The history and tradition of inspection, quality control and quality assurance up to c1970 (BoQK 1.1) The evolution of quality thinking, post c1970 (BoQK 1.2) Key components of quality management Overview of quality planning Overview of quality control Overview of quality improvement Principles of quality Quality management principles underpinning management systems Business benefits reduce waste, efficiency and effectiveness The typical identities of stakeholders, customers and interested parties. Customer and stakeholder needs identified as stated (specified) needs and unstated or hidden needs. The PDCA cycle The role of each element of PDCA in quality management and the business performance improvement process. Process design Examples of core business processes and support processes Management of key business processes, support processes and the development of a complete management system to deliver customer and stakeholder needs. Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1 st Edition 1990 CQI0051/Sept10 issue 1.1 Page 32 of 61

34 ISBN X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN David Hutchins Hoshin Kanri The Strategic Approach to continuous improvement Gower Publishing Ltd Illustrated Edition 2008 ISBN David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN John Oakland TQM Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN CQI0051/Sept10 issue 1.1 Page 33 of 61

35 Quality management (level 5) CQI ref: U504 Credit value: 5 Recommended teaching time: 20 hrs Included in following qualifications: Certificate in Systems management (Level 5) Diploma in Quality management (Level 5) Unit Aim: To be able to implement quality management principles across the organisation in order to achieve stakeholder satisfaction and continuous performance improvement. CQI suggested assessment method: Exam Learning outcomes The learner will: Assessment criteria The learner can: 1. Understand how quality principles can improve business performance 2. Understand the use of the Plan, Do, Check, Act (PDCA) cycle within management systems 3. Understand process design and improvement 4. Understand the quality management function within an organisation 5. Be able to assess and report on quality costs 1.1. Assess the extent to which a management system can deliver stakeholder outcomes 1.2. Analyse the effectiveness of the application of the quality management principles in an organisation 1.3. Make recommendations for improvement, based on this analysis 2.1. Advise how the PDCA cycle can be applied at different levels of an organisation Illustrate how PDCA can contribute to the process of continuous performance improvement Explain different types of business processes and their interactions 3.2. Evaluate a business process and recommend changes to improve performance and reduce risk 4.1. Explain the role of different quality activities within an organisation 4.2. Evaluate the structure for quality within an organisation for appropriateness and make recommendations 5.1. Evaluate alternative approaches to apportioning quality costs 5.2. Make recommendations for implementing a quality costing programme in an organisation 5.3. Prepare a management report highlighting areas of quality cost and recommend appropriate actions CQI0051/Sept10 issue 1.1 Page 34 of 61