Download - Competency Framework
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Repositioning the Quality ProfessionalBriefing to the Nuclear SIG
24th July 2014
David Armstrong
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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
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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?
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Our Vision: The new profession
Appreciated for:•Protecting Reputation•Enhancing Reputation•Improving Profitability•Transforming at Pace
Through:•Good Governance•Agile Assurance•Evaluation & Improvement