The Body of Quality Knowledge is
the framework that defines the current boundaries of knowledge of the quality
profession within the UK.
It is set out as simple statements of knowledge that can be used and developed
by user groups such as the educational establishment, training establishments,
membership and those organisations that need to define guidance or competencies
for their quality professionals.
There are 6 modules:
Level I:
Summary Description
Level II:
Expansion
Module 1: Concepts of Quality, its History
and Development
1.1
The history and tradition of inspection,
quality control and quality assurance up to c1970
The development of quality from craft and
tradition up to the widespread development of quality systems. Historical
perspective of the development and use of standards in regulating quality
(Pre-Roman, European Guilds, Gold/Silver Marks etc)
1.2
The evolution of quality thinking, post c1970
The development of systems thinking; new
approaches to quality management; quality management standards; definitions
of quality and quality assurance; the introduction of third-party
certification schemes.
1.3
The influence of "Quality Gurus"
Deming, Juran, Feigenbaum, Ishikawa, Taguchi,
Crosby, Shingo, Ohno; modern leading edge thinkers.
1.4
Development of formal quality systems into
the service sectors, professions and other (non-manufacturing) businesses
Service element of product supply
(specification, customisation, after sales, etc.); service typology;
terminology and definition; public, private and voluntary sectors and
professions.
1.5
Continual improvement
Benefits; systemic and corporate improvement;
tools and methods.
1.6
The quality infrastructure - roles of the different
bodies
The customer focused organisation; measuring
and/or monitoring satisfaction; complaints and complaint management; data
gathering and analysis; customer loyalty; product recall, replacement and
disaster management.
Level I:
Summary Description
Level II:
Expansion
Module 3: Interactions of Organisations and
People
3.1
Standards and ethics
Need for organisational values and for codes
of conduct, professional principles and business ethics.
3.2
Corporate structure and culture
The importance of corporate structure, values
and culture in an organisation.
Global cultural differences.
3.3
Roles and responsibilities of corporate
management
Roles and responsibilities of corporate
management in relation to managing the business or organisation; public,
private and voluntary sectors.
3.4
Communication
Communication theory; methods of
communication and their effectiveness.
3.5
Management infrastructure
Design, implementation and maintenance of an
infrastructure appropriate to the organisation's goals, methods of production
and service delivery.
3.6
Role of the individual
Job design and specification; responsibility;
authority and accountability; competence levels; professional bodies and
institutions.
3.7
Leadership, empowerment, motivation and
teamworking
Leading and managing teams; leadership
styles; motivational theory; team selection; team building; delegation of
authority; setting targets; facilitation.
3.8
Awareness raising ?learning, training and
mentoring
Training specialists and non-specialists;
self learning; continuing professional development (CPD); mentoring;
coaching; validation; knowledge theories; training effectiveness.
3.9
Performance management
Staff supervision; reviews; competence;
personal development plans; promotion; setting objectives; financial and
motivational reward.
3.10
Impact of technology on people
Specifying and selecting appropriate
technologies; introduction of technology to improve the
product/process/service, the conditions and the working environment; effects
of technology on people and the environment; managing stress.
3.11
Quality Consultancy - its variety and roles
Internal/external consultancy role;
advantages/disadvantages to organisations; management of or involvement in
consultancy activities; selection of the most appropriate consultant.
Level I:
Summary Description
Level II:
Expansion
Module 4: Technologies and Techniques
4.1
Specifying, designing and developing
processes, products and services
Input requirements, for example customer,
statutory, regulatory, technical, production, service or other
specifications.
Transforming input requirements into
specification, processes and defined systems using appropriate quality tools
and methodologies.
Verification and validation of the
specification, design, process and system outputs.
4.2
Process analysis and improvement
Mapping, process analysis, benchmarking and
competitor analysis using the appropriate improvement tools and
methodologies.
4.3
Problem diagnosis and improvement tools
Selection of appropriate tools including risk
assessment, process capability, statistical process control (SPC),
reliability, maintainability, life cycle, product/service failure techniques
and other quality control tools.
4.4
Measurement, assessment, monitoring and
control
Data collection and analysis; use of
statistics, failure mode and effects analysis (FMEA), inspection methods and
techniques, attributes & variables, quantitative & qualitative
techniques.
4.5
New materials, technologies and techniques
Use of existing quality tools in new
technology, for example design of experiments, Taguchi, prototyping, piloting
and other tools. Assessment and development of new quality techniques.
4.6
Managing continual improvement
Recognising the evolutionary nature of
continual improvement techniques.
The influence of culture.
Selection of appropriate continual
improvement tools and techniques to improve the business, products and
services.
Evolutionary versus breakthrough improvement.
Change management.
Level I:
Summary Description
Level II:
Expansion
Module 5: Laws, Standards, Models,
Associations and Professional Bodies
Sources and use of standards: national, EU
and international
Process of development, development bodies
and committees.
The development, use and role of corporate
standards.
5.3
Management system standards
Application of management and other relevant
standards, specifications and guidelines into an organisation (e.g. ISO 9000
series, ISO 14000 series & OHSAS 18001, sector standards, ISO 9001
derivatives)
5.4
Compliance management and enforcement
Regulated industries and professions;
National, EU and international self regulation, CE, kite marking, government
legislation, licensing. Methods of enforcement, accreditation &
certification.
5.5
Excellence models and awards
International, for example EFQM, Baldrige,
Deming Prize, CQI; national, for example Charter Mark, IIP; use to encourage
improvement or benchmarking.
5.6
Audit, self assessment and appraisal
Internal/external audit; ISO 19011;
certification processes; self assessment to the variou excellence models;
capability assessment. Auditor certification schemes.
5.7
Industry associations
Their role and purpose.
5.8
Specialist professional bodies
Their role and purpose.
Level I:
Summary Description
Level II:
Expansion
Module 6: Corporate Strategy
6.1
Strategic management
Vision, values and mission; business
environment; quality planning within the corporate strategy; goals,
objectives and principles; customer focus strategy; business plans;
stakeholder concerns.
6.2
Corporate governance
Governance structures and accountability;
ethics; AGMs; audits; management reviews; committees and reporting
structures; corporate citizenship.
6.3
Elements of corporate strategy
Corporate structure; operational processes
and systems; learning from success and failure; managing introduction of new
technology; assessment and management of risk; managing corporate business
change; initiative fatigue.
6.4
Management systems.
Designing, installing and maintaining
management systems to meet organisational needs; application of management
system models; integrated management systems (holistic approach): quality,
environment, health & safety, finance, human resources, IT, data
protection, knowledge management.
6.5
Impact of corporate strategy on people
Different management styles; different
corporate cultures; quality of working life; involvement of the whole
workforce; performance management.
6.6
Managing quality across the (global)
organisation, its stakeholders, suppliers and customers
Global considerations; impact of different
cultures; international partnerships; working relationships with (global)
stakeholders, suppliers and customers; global communication.
6.7
Quality in its total business concept
Models and value chains; sustaining the
quality drive; contribution from supporting functions; corporate vs.
departmental management; departmental vs. process management; business
process change; decision making; benchmarking; fitness for purpose; future
quality developments.
6.8
Corporate social responsibility
Accountability; reporting; system
integration; stakeholder involvement; sustainability; ethical supply chains;
environmental and social impact.
