competency framework

Repositioning the Quality ProfessionalBriefing to the Nuclear SIG

24th July 2014

David Armstrong

darmstrong@thecqi.org

The Problem StatementsFrom the Quality Profession’s Point of View[…..My Problem Statement, in 1999, when first appointed as Quality Director!]• We are a Profession that defines itself by an “outcome”….

• What do I do?• Why should anyone understand what I do?

• We undertake a seemingly disparate set of activities on behalf of the Business and then call ourselves Quality Professionals

• These may include, but are by no means limited to:-• Configuration Control of our Organisations’ Business Management

Systems• Process Audits• Non-Conformance Management• Root Cause Analysis• Managing Certifications and Standards• Collecting Metrics and Measures• Undertaking Test and Inspection• Supporting Supplier Selection

The Problem StatementsFrom the Outsiders’ Point of View

The ‘traditional’ Quality Professional fails to protect Reputation. Where was the Quality Professional’s voice when:-

Success can no longer be defined by “Satisfied Customers” but by “Satisfied Stakeholders” that include Customers, Suppliers, Local Communities, Employees, Shareholders / Trustees, Society

Are we engaged when Organisation’s speak of Good Governance, Risk, Reputation, Efficiency, Change, Improvement?

Does Society, the Media, Government see us as the “Authority” in these areas?

Our Vision: The new profession

Appreciated for:•Protecting Reputation•Enhancing Reputation•Improving Profitability•Transforming at Pace

Through:•Good Governance•Agile Assurance•Evaluation & Improvement