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CQI Qualifications syllabus for

education centres

CQI0051/Sept 10

CQI Qualifications syllabus 2010 Contents: 1.0 About us................................................................................................................ 2 2.0 Syllabus design..................................................................................................... 2 3.0 Syllabus structure................................................................................................. 3 4.0 Study methods...................................................................................................... 3 5.0 Pre-course requirements ..................................................................................... 6

5.1 Academic qualifications......................................................................6 5.2 Vocational/occupational qualifications .................................................6 5.3 Accreditation of prior achievement.......................................................6

6.0 Teaching Strategy ................................................................................................ 6 6.1 Assessment criteria ...........................................................................6 6.2 Indicative content .............................................................................7 6.3 Percentage weighting ........................................................................7

7.0 Assessment and awards ....................................................................................... 7 7.1 Examination .....................................................................................7 7.2 Assignment ......................................................................................8 7.3 Project ............................................................................................8 7.4 Mark Grade Descriptor .......................................................................8 7.5 Award of Certificates .........................................................................8 7.6 Appeals ...........................................................................................9

8.0 CQI Qualifications .............................................................................................. 10 9.0 CQI Units............................................................................................................. 17 10.0 CQI Assessment terminology............................................................................. 60

CQI0051/Sept10 issue 1.1 Page 1 of 61

CQI Qualifications syllabus 2010 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 2007. Incorporated by Royal Charter and a registered charity (no. 259678), 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 (www.thecqi.org/About 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.


http://www.thecqi.org/Documents/the-cqi/CQI_Royal_Charter.pdf

http://www.thecqi.org/Knowledge-Hub/Knowledge-portal/

CQI Qualifications syllabus 2010 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.


CQI Qualifications syllabus 2010 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).


CQI Qualifications and unit matrix 2010 syllabus

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Qualification type C C C C C C D

Qualification level 3 5 5 5 5 5 5

The unitised approach allows learners to use the learning they have completed towards future qualifications.

QCF Credit value 19 29 32 30 21 26 39

CQI ref: Unit title

Unit level

QCF Credit

Assessment method C301 C501 C502 C503 C504 C505 D501

U301 People in quality 3 3 Assignment

U501 People in quality 5 4 Exam

U302 Management system models 3 4 Exam

U502 Management system models 5 5 Assignment/project

U303 Monitoring and measuring for quality 3 3 Exam

U503 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

U505 Using quality to improve business perf. 5 5 Assignment/project

U306 Management systems audit 3 4 Exam

U506 Management systems audit 5 5 Assignment/project

U507

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


CQI Qualifications syllabus 2010 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. . 5.3 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 [email protected]. 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 Application and action 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 Interpret and evaluate relevant information and ideas’ be aware of the nature of the area

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

CQI Centre Syllabus CQI0051/AprilDraft01 Page 6 of 61

CQI Qualifications syllabus 2010


of study or work Level 5 units Knowledge and understanding Application and action Use practical, theoretical or technological understanding to find ways forward in broadly-defined, 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 Understand different perspectives, approaches or schools of thought and the reasoning behind them

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.

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.



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.



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 www.thecqi.org.

http://www.thecqi.org/

CQI Qualifications syllabus 2010 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



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)



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)



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)



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)



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)



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)

CQI Qualifications syllabus 2010 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

1.1. Describe how organisational culture and values may impact on Quality performance.

1.2. Explain how human behaviour may positively or negatively influence Quality performance.

2. Understand behavioural approaches for

getting results through people

2.1. 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. Understand the importance of

communication for managing quality 3.1. Describe the use of different methods for

communication in quality management 3.2. Identify strengths and weaknesses of

different communication methods

Indicative content

CQI BoQK ref (where applicable):

1.1; 1.2; 1.5; 2.4; 2.5; 3.1; 3.2; 3.4-3.10; 4.1; 4.3; 4.6; 6.1 -6.8

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



• 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 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-edition 2004 ISBN 0071392319 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement t

Gower Publishing Ltd Illustrated Edition 2008 ISBN 0566087405 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405


CQI Qualifications syllabus 2010 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 The learner will:


1. Understand the importance of organisational values and culture to the achievement of quality performance

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. Understand behavioural approaches for

getting results through people

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. Understand the importance of

communication for managing quality 3.1. Evaluate different methods for

communication in quality management 3.2. Recommend appropriate communication

methods for different quality management applications

Indicative content


1.1; 1.2 1.5; 2.4; 2.5; 3.1; 3.2; 3.4-3.10; 4.1; 4.2; 4.3; 4.6; 6.1 -6.8

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.


CQI Qualifications syllabus 2010 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 0071392319 Meredith Belbin Team Roles at Work Butterworth-Heinemann New Edition 2010 ISBN 1856178005 Will Schultz The Human Element: Productivity, Self-Esteem, and the Bottom Line (Jossey Bass Business and Management Series) Jossey Bass Illustrated version 1994 ISBN 1555426123

t

Meredith Belbin Management Teams why they succeed or fail Butterworth-Heinemann 3rd Edition 2010 ISBN 1856178072 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement Gower Publishing Ltd Illustrated Edition 2008 ISBN 0566087405 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405



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

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. Understand the role of standards in

quality assurance.

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.

3. Understand the use of integrated

managements systems within organisations

3.1. 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



CQI BoQK ref (where applicable): 1.1; 1.2; 1.4; 1.6; 2.2–2.5; 3.1; 4.1; 5.1 – 5.5; 5.7 – 5.8; 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 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869


CQI Qualifications syllabus 2010 Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-edition 2004 ISBN 0071392319 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405



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

1.1. Evaluate the use of a range of quality models and standards and their benefits to business.

1.2. Describe how a quality model could be implemented within an organisation

2. Understand the role of standards in

quality assurance.

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. Understand the use of integrated

management systems within organisations

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. Be able to assess the effectiveness of a

management system 4.1. Analyse different approaches to assessing

management systems for effectiveness


CQI Qualifications syllabus 2010 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; 2.2–2.5; 3.1; 4.1; 4.2; 4.3; 4.4; 5.1 – 5.5; 5.7 – 5.8; 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


CQI Qualifications syllabus 2010 Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement t




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

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. Understand the use of methods for

data collection and analysis.

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; 4.1–4.6; 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 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339



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

1.1. Evaluate the use of qualitative and quantitative data in decision making for a range of situations

1.1.1. For ongoing processes 1.1.2. As part of process investigation 1.1.3. 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. Understand the use of methods for

data collection and analysis.

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.

2.3. 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



CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 1.5; 2.5; 3.2; 3.3; 3.9; 4.1–4.6; 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 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339



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

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 Understand how the concept of quality has evolved

2.1 Outline the key development stages in quality management.

2.2 Explain how these developments impacted on quality.

3 Understand the key components of quality management

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 Understand how quality principles can improve business performance

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.



5 Understand the use of the ‘Plan, Do, Check, Act’ (PDCA) cycle within management systems

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 Understand process design and improvement.

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; 2.1 -2.5; 4.1 -4.4; 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 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990


http://www.thecqi.org/Knowledge-Hub/Knowledge-portal/Concepts-of-quality/History-and-tradition/

http://www.thecqi.org/Knowledge-Hub/Knowledge-portal/Concepts-of-quality/Evolution-of-quality-thinking/

CQI Qualifications syllabus 2010 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement t

Gower Publishing Ltd Illustrated Edition 2008 ISBN 0566087405 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405



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:


1. Understand how quality principles can improve business performance

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. Understand the use of the ‘Plan, Do,

Check, Act’ (PDCA) cycle within management systems

2.1. Advise how the PDCA cycle can be applied at different levels of an organisation.

2.2. Illustrate how PDCA can contribute to the process of continuous performance improvement.

3. Understand process design and

improvement

3.1. 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. Understand the quality management

function within an organisation 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. Be able to assess and report on quality costs

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



Indicative content

CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 1.5; 2.1 -2.5; 3.1-3.4; 4.1 -4.4; 4.6; 5.3; 6.4

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. Quality management function • Examples of different arrangements for quality and their application to organisations • Case studies of quality management structures • Overview of process ownership within management systems from initial primary suppliers to

ultimate end users. • Organisation structure and quality roles in the organisation Quality Related Costs • The basic Failure, Appraisal, Prevention (FAP) cost optimisation argument and the impact of

competition. • Other quality costing models

Suggested reading list:

DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869 Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339


CQI Qualifications syllabus 2010 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405



Using quality to improve business performance (level 3) CQI ref: U305 Credit value: 4 Recommended teaching time 30hr Included in following Qualifications: Certificate in Quality management (Level 3) Certificate in Systems management (Level 5) Certificate in Assuring service and product quality (Level 5) Certificate in Quality management system audit (Level 5) Unit Aim: To provide understanding of the principles of continual improvement as part of a general understanding of the role of the quality function and as a foundation for future involvement in business improvement activities. CQI assessment method: Exam Learning outcomes The learner will:


1. Understand continual improvement and its application to business

1.1. Explain the principle of continual improvement

1.2. Describe the benefits of continual improvement for an organisation

2. Understand the process for identifying

and prioritising areas for improvement

2.1. Describe the process of continual improvement from problem identification to problem prevention

2.2. Outline methods an organisation could use to identify and prioritise opportunities for improvement

2.3. List and explain the purpose of the basic tools of problem solving

2.4. Use tools and methods to identify the root cause of a problem

2.5. Identify and explain possible constraints to improvement

Indicative content

CQI BoQK ref (where applicable): 1.5; 2.5; 4.2; 4.3; 4.4; 4.6

Principles and benefits • Principle of continual improvement • Different reasons for change such as problems in the process, changes in environment • Improvement project case studies showing benefits obtained

The problem solving process



• Application of a range of problem solving tools to suit the problem encountered • Methods for data analysis such as:

- paired ranking - Pareto analysis - histograms - stratification - scatter plots

• Means of identification of causes of problems inherent in a process including: - brainstorming - cause and effect diagrams - relationship charts - process mapping - process analysis - spot or defect location charts


DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398

Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-issue Edition 2004 ISBN 0071392319 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement t

Gower Publishing Ltd Illustrated Edition 2008 ISBN 0566087405 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405



Using quality to improve business performance (level 5) CQI ref: U505 Credit value: 5 Recommended teaching time: 20 hrs Included in following qualifications: Certificate in Quality improvement for business (Level 5) Diploma in Quality management (Level 5) Units Aim: To develop a detailed understanding of the complexities of the continual improvement concept, and to become skilled in its application through planning, implementing and maintaining the concepts in an organisation CQI suggested assessment method: Assignment Learning outcomes The learner will:


1. Understand continual improvement and its application to business

1.1. Explain the principle of continual improvement and its application in various types of organisation

1.2. Evaluate the benefits an organisation and it’s stakeholders may gain by applying continuous improvement

1.3. Evaluate the cost benefits of use of continual improvement

2. Understand the process for identifying

and prioritising areas for improvement

2.1. Apply methods to identify and prioritise opportunities for improvement

2.2. Use suitable and appropriate tools to perform root cause analysis

2.3. Prepare management reports on the impact of continual improvement activities

3. Be able to manage an improvement

project

3.1. Prepare an improvement plan 3.2. Describe key roles required for the

management of improvement projects and the desirable characteristics of those selected

3.3. Evaluate an improvement project 3.4. Explain the common reasons why project

teams sometimes fail

Indicative content


1.5; 2.5; 3.11; 4.2; 4.3; 4.4; 4.6

The principles and benefits



• Examples / case studies of quality related costs in a range of industries • Prioritising projects for quality improvement from information on the cost of poor quality

(COPQ) • Dr Taguchi’s Quadratic Loss Function. • Juran’s trilogy

The Improvement process • Juran ‘Breakthrough’, Six Sigma process improvement and process design processes,

Automotive 8D • Application of a range of problem solving tools to suit the problem encountered

Managing improvement projects • Establishing terms of reference • Selection of methods for data analysis • Selection of methods for establishing causes of problems inherent in a process • Selection and verification of remedies • Preparation for project results presentations. • Graphical presentation aids such as PowerPoint, flip charts, models and data. • Graphical presentation tools including Line graphs, Frequency distributions, Pareto

diagrams, Pie charts, Scatter diagrams, • Implementation of results • stages of a project • project planning • project reviews • Standards for project management

Lean process improvement concepts • Lean concepts for process improvement

Managing business improvement • Support organisation for the continual business performance improvement process

including the role of Quality Councils and Steering committees. • The role of upper management middle management and the workforce. • Mandated and voluntary improvement teams and the suggestion scheme concept. • Preparation, publicity, personnel selection, facilitation, monitoring and support for the

improvement initiative.

Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement tGower Publishing Ltd Illustrated Edition 2008


CQI Qualifications syllabus 2010 ISBN 0566087405 Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-issue Edition 2004 ISBN 0071392319 John Oakland TQM – Text with cases Butterworth-Heinemann 3rd Edition 2003 ISBN 00750657405



Management systems audit (level 3) CQI ref: U306 Credit value: 4 CQI recommended teaching time: 20 hours 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) Diploma in Quality management (Level 5) Unit Aim: To understand the role of different types of auditing to ensure the integrity and capability of business management systems and be able to plan and conduct an effective internal quality audit. CQI assessment method: Exam Possible alternative method: tutor observation Learning outcomes The learner will:


1. Understand the purposes of 1st, 2nd and 3rd party auditing

1.1. Describe the different aspects of 1st, 2nd and 3rd party auditing

2. Understand the role of audit and its importance in an organisations management system

2.1. Explain the audit process 2.2. Describe the management of audit findings 2.3. Explain how the results of audits are used

in the management review process

3. Understand the content of standards for auditing practice

3.1. Explain the principles contained in standards for auditing

3.2. Prepare and conduct a simulated internal audit and report

Indicative content

CQI BoQK ref (where applicable): 1.2; 1.6; 2.5; 5.2; 5.3; 5.6; 5.8; 6.4;

• The auditing process • Auditing as a business activity • 1st, 2nd and 3rd party auditing • Audit criteria as the basis for auditing • The audit role in continual improvement • Different approaches to auditing related to the size and scale of the organisation • Roles and responsibilities in the audit process • Audit findings and their contribution to managing business risks

• Methods and techniques for auditing



• Interview • The use of IT in the auditing process • Different types of audit data

• Auditing related standards • The requirements of ISO19011, • The purpose and intent of ISO17021, CMMI, and SPICE / ISO 15504

Reading list: ISO 19011 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement tGower Publishing Ltd Illustrated Edition 2008 ISBN 0566087405 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869



Management systems audit (level 5) CQI ref: U506 Credit value: 5 Recommended teaching time: 10 hours Included in following Qualifications: Certificate in Quality management system audit (Level 5) Unit Aim: To be able to plan, conduct and report effective 1st, 2nd and 3rd party quality system audits as part of an audit team. CQI assessment method: Assignment Learning outcomes The learner will:


1. Understand the purposes of 1st, 2nd and 3rd party systems auditing

1.1. Evaluate the benefits, and limitations of 1st, 2nd and 3rd party audit

1.2. Evaluate approaches to auditing taking into consideration size and complexity of organisations

2. Understand the role of audit and its

importance in an organisation’s management system

2.1. Analyse the audit process and explain where it provides business benefits

2.2. Analyse the nature and purpose of different types of audit findings and prepare suitable plans of action

2.3. Explain how the results of audits are used by top management in reviewing system effectiveness

2.4. Evaluate the application of different methods and techniques in the auditing process

3. Be able to plan and conduct a

programme of audits in accordance with current standards for auditing practice

3.1. Prepare a three year audit plan for a multisite, international organization

3.2. Identify the data required to conduct an initial off site system evaluation

3.3. Prepare an audit programme for an organisation with more than one ISO standard including 2 or more auditors

3.4. Conduct an audit and prepare a report of findings for management

3.5. Manage non-conformance reports

Indicative content



CQI BoQK ref (where applicable): 1.2; 1.6; 2.5; 5.2; 5.3; 5.6; 5.8; 6.4;

The auditing process • Auditing as a business activity • 1st, 2nd and 3rd party auditing • Audit criteria as the basis for auditing • The audit role in continual improvement • Different approaches to auditing related to the size and scale of the organisation • Roles and responsibilities in the audit process • Audit findings and their contribution to managing business risks

Methods and techniques for auditing • Interview • The use of IT in the auditing process • Different types of audit data

Auditing related standards • The requirements of ISO19011 • The purpose and intent of ISO17021, CMMI, and SPICE / ISO 15504

Suggested reading list: ISO 19011 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement tGower Publishing Ltd Illustrated Edition 2008 ISBN 0566087405 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869



Quality related legislation and regulation (level 5) CQI ref: U507 Credit value: 5 Recommended teaching time: 30 hrs Included in following qualifications: Certificate in Assuring service and product quality (Level 5) Certificate in Managing supply chain quality (Level 5) Diploma in Quality management (Level 5) Unit Aim: To ensure that the quality professional responsible for either quality assurance or supply chain management is fully aware of the legal implications both for themselves and their organisation. Also to be able to develop and install and workable plan to protect the organisation, its employees and themselves from the risks involved. CQI suggested assessment method: Assignment Learning outcomes The learner will:


1. Understand legislation and liability relevant to quality

1.1. Compare common and statutory law and their impact on manufacturers/ service providers, distributors, purchasers and users

1.2. Compare the legal processes of tort and criminal prosecution

1.3. Explain legislation related to design, manufacture and sale of products/ services and its impact on an organisation

1.4. Evaluate product liability legislation in the context of quality

1.5. Evaluate the risks to business of not meeting statutory and regulatory requirements

2. Understand how conformity assessment

and quality management can reduce liability

2.1. Evaluate the role of conformity assessment in demonstrating quality assurance and legal compliances

2.2. Explain the importance of traceability in addressing quality problems

2.3. Produce a quality assurance plan including coverage of service and/or product liability legislation

2.4. Illustrate a process for damage limitation after the distribution of a faulty product or service and make plans for the process’ implementation



Indicative content

BOQK reference: 2.5; 5.1; 5.4; 6.3

Legal principles • Legal definition of a defect in statute law and its relevance to the design, manufacture

and distribution of goods and services • Legal framework – UK, EU • Legal process – UK, EU • The principles of common and statute law • The role of precedent and case law in the law of Tort • Common law applied to quality. The common law relationship between buyer, seller

and third parties • Statutory law and its impact on the responsibilities of an organisation and quality

professionals Statutory requirements

• Sale of Goods legislation • Consumer Protection legislation • EU Directive on Product Liability

Product conformity testing • BSI Kitemarking and CE marking to assure conformity

Management of Legal risks • Methods of risk reduction • Methods of dealing with the risk of non compliance including Insurance, self

Insurance, risk avoidance • Dealing with failure to comply – Product recall processes

Suggested reading list: David Hillson and Ruth Murray-Webster Understanding and Managing Risk Attitude Gower Publishing Ltd 2nd Edition 2007 ISBN 0566087987



Quality planning in the product life cycle (level 5) CQI ref: U508 Credit value: 4 Recommended teaching time: 20 hrs Included in following qualifications: Certificate in Assuring service and product quality (Level 5) Diploma in Quality management (Level 5) Unit Aim: To be able to design and coordinate quality management activities that support the product or service through its whole lifecycle from conception to disposal, supporting the various business functions involved in each part of the process. CQI suggested assessment method: Assignment Learning outcomes The learner will:


1 Understand the stages in the service/product life cycle and their role in the achievement of competitive quality products and services

1.1 Explain the factors to be considered in defining the brief for development of new products and services

1.2 Determine activities that should take place in the new product development process from initial idea through market research, design, design review, product/service provision to final disposal

1.3 Identify quality inputs and outputs required for satisfactory completion of each activity

1.4 Identify risks that can result from the inefficient completion of each activity

1.5 Evaluate the business benefits of using of a cross-functional approach

2 Understand the quality related concepts involved in the new product development process

2.1 Explain the purpose and application of quality tools to improve the effectiveness of each phase of new product development.

Indicative content

CQI BoQK ref (where applicable): 2.2; 2.4; 4.1- 4.6; 5.1; 5.2; 5.4; 5.7; 5.8;

The new product development process • The stages of the product/service development process from market research through

business case, design, design review, service / product introduction to market through to final disposal.

• Industry standards and tools for new product development including rapid application development, Prince2, ISO 10006, BS 6079 – Parts 1, 2, 3.


CQI Qualifications syllabus 2010 Product lifecycle management

• Make or buy decision making criteria. • Potential costs due to poor design and development processes. • Sequential and concurrent design • Selection and use of quality tools throughout the product life cycle:

- Seven management and planning tools Affinity diagram Interrelationship diagraph Tree diagram Prioritization matrix Matrix diagram Process decision program chart Activity network diagram

- Quality function deployment - The Kano model

• Quality and reliability prediction techniques including Design Failure Mode and Effects Analysis (DFMEA) and FMEA.

• Reliability concepts of series and parallel systems

Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339 Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-issue Edition 2004 ISBN 0071392319 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement t



CQI Qualifications syllabus 2010 Quality assurance (level 5) CQI ref: U509 Credit value: 3 Recommended teaching time: 10 hours Included in following qualifications: Certificate in Assuring service and product quality (Level 5) Unit Aim: To be able to apply a planned and systematic approach that provides confidence that the product or service will be suitable for its intended purpose by selecting and deploying the appropriate quality methods to assure that customer and stakeholder requirements are met. This unit is relevant to quality assurance in all sectors. CQI suggested assessment method: Assignment Learning outcomes The learner will:


1. Understand the range of different methods for assuring quality

1.1. Evaluate the use of quality assurance within quality management in the achievement of business goals

1.2. Compare and contrast planned approaches to the achievement of quality related goals that are used around the world

1.3. Compare the ways in which quality assurance methods are applied in the different areas of industry, including process, manufacturing, service, public and not for profit sectors.

2. Understand the role of quality

assurance in delivering customer requirements for services and products

2.1. Demonstrate how customer requirements for a product or service can be captured, managed and verified by quality assurance

2.2. Evaluate the purpose and use of product, service, inspection and test standards in quality assurance.

3. Understand the process of quality

planning

3.1. Critique a quality plan and make recommendation for improvement

3.2. Prepare a quality plan suitable for the quality assurance of a product or service

Indicative content

CQI BoQK ref (where applicable): 1.1; 1.2; 1.4; 1.5; 2.2; 2.3; 3.3; 3.5; 3.6; 4.1; 4.4; 5.1; 5.4; 5.6; 6.4; 6.6

The quality assurance function • The role of quality assurance: the difference between quality assurance (QA) and quality



control. • Purpose of QA activities • Different global regional approaches to QA. • Different industry approaches to QA such as:

- automotive - aerospace - pharmaceutical - finance - oil and gas - public sector

Quality Assurance • Systems approach • Total Quality Management (TQM), BS7850 Parts 1 and 2 • Capability Maturity Model Integration (CMMI) • ISO 9004

Key QA concepts • Quality plans - Design and preparation for product or service • The relationship between quality assurance and its role in the capture, management and,

verification of the achievement of customer and stakeholder needs. • Standards: a range of product, service, inspection and test standards and their use in

quality assurance


DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339



Quality control (level 5) CQI ref: U510 Credit value:5 Recommended teaching time: 30 hrs Included in following qualifications: Certificate in Assuring service and product quality (Level 5) Certificate in Managing supply chain quality (Level 5) Unit Aim: To be able to plan and deploy appropriate quality control programmes using appropriate control methods to ensure that products, services, or processes meet specific requirements and are dependable, satisfactory, and fiscally sound. CQI suggested assessment method: Assignment Learning outcomes The learner will:


1. Understand quality control in quality management

1.1. Explain the links between quality planning quality control and quality management.

1.2. Evaluate a quality management system and identify areas where quality control is appropriate

1.3. Explain which quality control methods would be appropriate at areas identified in the quality management system

2. Understand the role of measurement in

quality control 2.1. Evaluate different measurement methods

for products, services and processes 2.2. Explain the principles involved in

maintaining the integrity of measuring and monitoring tools and equipment.

2.3. Explain the need for traceability of measurement to national or international standards

3. Be able to review and implement an

appropriate inspection and testing programme

3.1. Evaluate methods of inspection and testing 3.2. Explain the human aspects of quality

control and the limitations of inspection 3.3. Develop a quality control plan for a

manufacturing or service organisation 3.4. Evaluate the results of inspection and

testing and make recommendations based on the findings


CQI Qualifications syllabus 2010 4. Understand the application of

population distribution to statistical sampling

4.1. Compare normal and non-normal distributions and describe their implications for statistical sampling

4.2. Recommend a statistical sampling plan for a range of situations

5. Understand and apply statistical process control

5.1. Describe statistical process control and its application in service and manufacturing industries

5.2. Prepare control charts for both variables and attributes and identify specific out of control situations

5.3. Review control records and identify out of control situations

6. Understand process capability with

respect to stated tolerance 6.1. Explain the concept of process capability

including the terms Cp and Cpk 6.2. Describe the procedure for carrying out a

process capability study and the necessary conditions which ensure its integrity

Indicative content

CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 2.2; 2.3; 4.1; 4.4

The quality control function • The role of quality control in quality management • Developments in quality control through time • Different quality control methods for products and services • Development and use of control plans • Inspection and testing methods:

- Manual, automatic - Destructive and non-destructive testing

Quality control tools and techniques • Sampling and producer/customer risk • Strengths and weakness of 100% inspection. • Measurement of variation. • Selecting samples.

- Sampling plans (BS 6000, ISO 2859, ISO 3951) • Process capability studies, Cp and Cpk • Risks and economics of choosing a given sample methodology • Construction and use of control charts for variable and attribute data • Advantages/disadvantages of operator self verification • Acceptable quality levels • Rejectable quality levels • Economic acceptance sampling plans • Machine capability studies


CQI Qualifications syllabus 2010 Metrology

• Coverage of different types of measurement – physical, dimensional, electrical etc. • Types of gauges for variables:

- micrometers, clock gauges, optical, go/no go gauges • Measurement for attributes:

- questionnaires for opinion data, - standards for subjective data etc.

• Measurement reliability, repeatability and uncertainty • Use, control and maintenance of company standards of measurement equipment. • Standards rooms, their features and use for gauge control.

Suggested reading list: DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 David Hoyle Quality Management Essentials Butterworth-Heinemann 2006 ISBN 0750667869 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339



Quality in the supply chain (level 5) CQI ref: U511 Credit value: 4 Recommended teaching time: 20 hours Included in following qualifications: Certificate in Managing quality in the supply chain (Level 5) Unit Aim: To be able to plan and manage the supply chain management function to ensure the consistency and ongoing improvement of supplier quality. CQI suggested assessment method: Assignment Learning outcomes The learner will:


1. Understand the principles that provide the foundation for mutually beneficial supplier relationships

1.1. Describe the principle of mutually beneficial customer/supplier relationships

1.2. Assess the role of strategy and business objectives when selecting and managing supplier relationships

1.3. Explain how information exchange between an organisation and its suppliers can contribute to improved overall performance.

1.4. Explain how providing managerial and technical support can help smaller suppliers achieve the corporate goals of their customers and contribute to their customers success

1.5. Assess the role of suppliers in providing expertise to aid their customer’s development and manufacturing processes

2. Be able to evaluate methods for supplier selection and prepare a supplier selection scheme

2.1. Evaluate the role of effective supplier selection in business performance achievement.

2.2. Analyse different criteria and methods for supplier selection and the types of industry or organisation where they may be used

2.3. Explain the criteria that should be met before agreeing to supplier self inspection of products

2.4. Construct a supplier selection scheme for a multi level supply chain

3. Be able to evaluate and develop

methods for monitoring, measuring and control of suppliers

3.1. Analyse the merits of different supplier rating systems and explain the effectiveness of methods used to rank suppliers, including data on quality, price


CQI Qualifications syllabus 2010 and delivery

3.2. Develop a process for gathering information on product /service conformity for multi level supply chain

3.3. Develop a process for reporting including measures that would be necessary if supplier quality no longer meets requirements

3.4. Identify and critique the methods available for monitoring incoming products and services

Indicative content

CQI BoQK ref (where applicable): 1.1; 1.2; 1.3; 2.2; 2.3; 4.1; 4.2; 4.3; 4.4; 5.6; 6.4; 6.6

Supplier management policy • Advantages and limitations to customer and supplier of multi sourcing short term supplier

relationships compared with near single sourcing long term supplier relationships. • Porter’s five forces (BoQK element 2.2) • The risks concerned with disruption of the supply chain • Approvals held (e.g. ISO 9001, ISO 14001, SA8000, EN9100) • Respective roles of the quality and purchasing functions. • Trends in supply chain management due to globalisation and computerisation. • Supplier monitoring • Comparison of vendor rating schemes, the use of ‘preferred supplier status and other supplier

motivation schemes such as ‘supplier days’ joint advertising etc. • Incoming goods control, supplier traceability. • ISO 9004 Section 6.4.Suppliers and partners


DR JM Juran Juran Quality Handbook McGraw-Hill Professional 5th Edition 2000 ISBN 0071165398 Professor Kaoru Ishikawa An Introduction to Quality Control Productivity Press 1st Edition 1990 ISBN 490622461X Professor Kaoru Ishikawa What is Total Quality Control Prentice Hall 1985 ISBN 0139524339

Jeffrey Liker The Toyota Way-14 Management principles McGraw-Hill Professional Re-issue Edition 2004 ISBN 0071392319


CQI Qualifications syllabus 2010 David Hutchins Hoshin Kanri – The Strategic Approach to con inuous improvement t




Business Research (level 5) CQI ref: U512 Credit value: 3 CQI recommended teaching time: 10 hrs Included in following qualifications: Certificate in Systems management (Level 5) Certificate in Assuring service and product quality (Level 5) Certificate in Quality improvement for business (Level 5) Diploma in Quality management (Level 5) Unit Aim: To be able to conduct valid research, present credible findings and useful recommendations to organisations. Suggested assessment method: Project – the project may be assessed along with the learning outcomes of another unit of study. Learning outcomes The learner will:


1. Understand the process for acquiring new information using research

1.1. Explain the different approaches to management research

1.2. Recommend and describe an appropriate research methodology

2. Be able to undertake management

research

2.1. Select an appropriate research methodology for a given situation

2.2. Conduct a research project 2.3. Report research results and draw reasoned

conclusions 2.4. Reference research data sources using

recognised methods

Indicative content

• Research Methods • terms of reference for a research project • Developing and testing theories • Application of data collection to business research • Use of libraries, the internet, interviews, questionnaires and other sources of information • Case studies of research projects • Drawing conclusions, comparing results with the aims and presenting the results • Presentation of inconclusive results and organisation of references to the work of others • Dealing with copyright material in all forms of media and giving credit to the work of

others • Risks to research findings including assumptions, bias and inappropriate conclusions • Referencing methods: Harvard reference scheme Suggested reading list:



Mark Easterby-Smith Management Research – An introduction

Sage Publications Ltd Second edition 2001 ISBN 0761972854

Hussey and Roger Hussey Business Research (A practical guide for undergraduate and postgraduate students) Palgrave Macmillan Second edition 2003 ISBN 0333983254


Appendix 10.0 CQI Assessment terminology This is included as the same definition of wording is used in the unit assessment criteria This document is designed to help learners understand the terms that may appear in their assignment or project briefs and examinations.

Advise: recommend a course of action Analyse: to examine in detail and to discover essential features. Identify the main components, show how they are related and explain their importance. Appraise: to assess the worth, value or quality of a point. Argue: to present supporting or opposing reasons. A series of reasons that support or oppose a statement. Aspects: a particular feature or part of matter. Assess: to judge worth or importance including advantages/disadvantages. Benefit: to receive an advantage or improves something. Calculate: to determine by judgement and reasoning. Compare: examine qualities or characteristics to discover any resemblances. You are to emphasize similarities, although differences may be mentioned. Contrast: stress differences of things, qualities, events or problems. Critical: making sever or negative judgements, containing careful or analytical evaluations. Criticise: express your judgement. Discuss the limitations, good points or contributions to a plan/project. Define: definitions call for concise, clear, authoritative meanings. Details are not required but limitations of the definition should be briefly cited. Highlight what differentiates the particular object for all others in the class. Demonstrate: to show, manifest or prove with reasoned arguments. Describe: give a detailed account or show knowledge of the topic. You should recount, characterise or relate your answer. Detail: identify an item or smaller parts that are considered separately. Develop: to elaborate or work out in detail. Differences: a way in which something is not the same as another. Discuss: examine, analyze pros/cons of the topic. Distinguish: to recognize differences between certain features. Effect: a change which is a result or consequence of an action or other cause. Evaluate: present a careful appraisal, stressing the pros/cons. Examine: to look at, inspect or scrutinize carefully. Explain: clarify and interpret the material you present. State how and why. Identify: select certain specified important points. Illustrate: to explain or clarify by use of examples. Interpret: to clarify or explain the meaning of something. Justify: you must prove or show grounds for a decision. List: present in an itemized series, should be short and concise answers. Outline: an organized description. The important features of an argument. Prove: an answer that demands confirmation or verification by evaluating and citing experimental evidence or logical reasoning. Purpose: the reason for which something is done or for which something exists. Recommend: to advise the best course/choice. Relate: to establish associations and/or connections. Review: analyze and comment on the major points.


Appendix Role: the function of something in a particular situation. Significant: extensive or important enough to merit attention. State: express the main points in clear statements. Suggest: to put forward an idea for consideration. Summarise: give the main points in a condensed format.
