Quality Practitioner

K1

Understand the organisations operating environment and the factors that may influence its direction and performance, including the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation. This may include sustainability criteria.

K2

Concept of process design and how this supports specific organisational objectives using tools such as process flowchart, value stream mapping and SIPOC (Supplier, Input, Process, Output, and Customer).

K3

How to plan, measure, manage and monitor organisation’s quality objectives.

K4

The key considerations (such as political, economical, social, technological, legal and environmental) and approaches necessary (such as Tuckman’s Storming, Norming, Forming and Performing) to enable change in organisations, products or services.

K5

The company’s key drivers for change (internal and external) may influence priorities and objectives.

K6

How to promote the right behaviours to create a quality culture in the organisation and how this leads to organisational performance improvements.

K7

Principles of the foundation of Quality and Quality Management System.

K8

Understand the organisations operating environment and the factors that may influence its direction and performance, including the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation. This may include sustainability criteria.

K9

Understand the environment in which the organisation’s products/services are produced or supplied, and the factors that may influence performance, including legislation, customer requirements and regulatory requirements. This may include sustainability or climate change criteria.

K10

How the organisation’s strategy is sensitive to stakeholder perceptions and how this knowledge informs priorities at a tactical level. This may include sustainability, ethical, or climate change related criteria.

K11

How applicable contractual and commercial requirements for quality affect the organisation’s performance objectives for their specific products / services.

K12

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K13

Risk and opportunity management, including the risk and opportunity management principles, framework and processes, types of risk/opportunity associated with new product/service development and improvement, process and supply chain management and methods and tools for identifying, assessing, and mitigating risks/realising opportunities, such as risk and opportunity register, risk and opportunity matrix, Fault Tree Analysis (FTA), Failure Mode and Effects Analysis.

K14

Concept of process design and how this supports specific organisational objectives using tools such as process flowchart, value stream mapping and SIPOC (Supplier, Input, Process, Output, and Customer).

K15

Tools and techniques for managing the organisation’s specific products / services to meet customer requirements such as Quality Function Deployment, Lean Product Development and Design for Manufacturing.

K16

The key considerations (such as political, economical, social, technological, legal and environmental) and approaches necessary (such as Tuckman’s Storming, Norming, Forming and Performing) to enable change in organisations, products or services.

K17

Understand the organisations operating environment and the factors that may influence its direction and performance, including the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation. This may include sustainability criteria.

K18

How applicable contractual and commercial requirements for quality affect the organisation’s performance objectives for their specific products / services.

K19

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K20

Risk and opportunity management, including the risk and opportunity management principles, framework and processes, types of risk/opportunity associated with new product/service development and improvement, process and supply chain management and methods and tools for identifying, assessing, and mitigating risks/realising opportunities, such as risk and opportunity register, risk and opportunity matrix, Fault Tree Analysis (FTA), Failure Mode and Effects Analysis.

K21

The key considerations (such as political, economical, social, technological, legal and environmental) and approaches necessary (such as Tuckman’s Storming, Norming, Forming and Performing) to enable change in organisations, products or services.

K22

The company’s key drivers for change (internal and external) may influence priorities and objectives.

K23

Understand the organisations operating environment and the factors that may influence its direction and performance, including the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation. This may include sustainability criteria.

K24

Understand the environment in which the organisation’s products/services are produced or supplied, and the factors that may influence performance, including legislation, customer requirements and regulatory requirements. This may include sustainability or climate change criteria.

K25

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K26

Products/services life cycle stages (such as Capture, Design and Development, Integration, Production, Support and Closure) and the implication for quality

K27

Concept of process design and how this supports specific organisational objectives using tools such as process flowchart, value stream mapping and SIPOC (Supplier, Input, Process, Output, and Customer).

K28

The key considerations (such as political, economical, social, technological, legal and environmental) and approaches necessary (such as Tuckman’s Storming, Norming, Forming and Performing) to enable change in organisations, products or services.

K29

The company’s key drivers for change (internal and external) may influence priorities and objectives.

K30

How to promote the right behaviours to create a quality culture in the organisation and how this leads to organisational performance improvements.

K31

Principles of the foundation of Quality and Quality Management System.

K32

Understand the organisations operating environment and the factors that may influence its direction and performance, including the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation. This may include sustainability criteria.

K33

Understand the environment in which the organisation’s products/services are produced or supplied, and the factors that may influence performance, including legislation, customer requirements and regulatory requirements. This may include sustainability or climate change criteria.

K34

How the organisation’s strategy is sensitive to stakeholder perceptions and how this knowledge informs priorities at a tactical level. This may include sustainability, ethical, or climate change related criteria.

K35

How applicable contractual and commercial requirements for quality affect the organisation’s performance objectives for their specific products / services.

K36

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K38

How to plan, measure, manage and monitor organisation’s quality objectives.

K39

Understand the purposes for auditing and how to plan, conduct, report and follow up an audit.

K40

Principles of the foundation of Quality and Quality Management System.

K37

Risk and opportunity management, including the risk and opportunity management principles, framework and processes, types of risk/opportunity associated with new product/service development and improvement, process and supply chain management and methods and tools for identifying, assessing, and mitigating risks/realising opportunities, such as risk and opportunity register, risk and opportunity matrix, Fault Tree Analysis (FTA), Failure Mode and Effects Analysis.

K41

When to apply a range of business improvement approaches tools and techniques such as Problem definition, measurement systems analysis, Basic data analysis, graphical data analysis, use of software tools for data analysis, root cause analysis, identification and assessment of improvement options, process control tools.

K42

Principles of the foundation of Quality and Quality Management System.

K43

How the organisation’s strategy is sensitive to stakeholder perceptions and how this knowledge informs priorities at a tactical level. This may include sustainability, ethical, or climate change related criteria.

K44

How applicable contractual and commercial requirements for quality affect the organisation’s performance objectives for their specific products / services.

K45

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K46

How to convert quality requirements into performance measures objectives using tools such as Critical to Quality Trees (CTQ Trees), requirements matrices and operational definition.

K47

Products/services life cycle stages (such as Capture, Design and Development, Integration, Production, Support and Closure) and the implication for quality

K48

Tools and techniques for managing the organisation’s specific products / services to meet customer requirements such as Quality Function Deployment, Lean Product Development and Design for Manufacturing.

K49

Principles of the foundation of Quality and Quality Management System.

K50

How the organisation’s strategy is sensitive to stakeholder perceptions and how this knowledge informs priorities at a tactical level. This may include sustainability, ethical, or climate change related criteria.

K51

How applicable contractual and commercial requirements for quality affect the organisation’s performance objectives for their specific products / services.

K52

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K53

How to convert quality requirements into performance measures objectives using tools such as Critical to Quality Trees (CTQ Trees), requirements matrices and operational definition.

K54

Products/services life cycle stages (such as Capture, Design and Development, Integration, Production, Support and Closure) and the implication for quality

K55

Tools and techniques for managing the organisation’s specific products / services to meet customer requirements such as Quality Function Deployment, Lean Product Development and Design for Manufacturing.

K56

How to plan, measure, manage and monitor organisation’s quality objectives.

K57

Principles of the foundation of Quality and Quality Management System.

K58

How to convert quality requirements into performance measures objectives using tools such as Critical to Quality Trees (CTQ Trees), requirements matrices and operational definition.

K59

Risk and opportunity management, including the risk and opportunity management principles, framework and processes, types of risk/opportunity associated with new product/service development and improvement, process and supply chain management and methods and tools for identifying, assessing, and mitigating risks/realising opportunities, such as risk and opportunity register, risk and opportunity matrix, Fault Tree Analysis (FTA), Failure Mode and Effects Analysis.

K60

Tools and techniques for managing the organisation’s specific products / services to meet customer requirements such as Quality Function Deployment, Lean Product Development and Design for Manufacturing.

K61

When to apply a range of business improvement approaches tools and techniques such as Problem definition, measurement systems analysis, Basic data analysis, graphical data analysis, use of software tools for data analysis, root cause analysis, identification and assessment of improvement options, process control tools.

K62

How to convert quality requirements into performance measures objectives using tools such as Critical to Quality Trees (CTQ Trees), requirements matrices and operational definition.

K63

Products/services life cycle stages (such as Capture, Design and Development, Integration, Production, Support and Closure) and the implication for quality

K64

Tools and techniques for managing the organisation’s specific products / services to meet customer requirements such as Quality Function Deployment, Lean Product Development and Design for Manufacturing.

K65

How to plan, measure, manage and monitor organisation’s quality objectives.

K66

When to apply a range of business improvement approaches tools and techniques such as Problem definition, measurement systems analysis, Basic data analysis, graphical data analysis, use of software tools for data analysis, root cause analysis, identification and assessment of improvement options, process control tools.

K67

Principles of the foundation of Quality and Quality Management System.

K68

How to promote the right behaviours to create a quality culture in the organisation and how this leads to organisational performance improvements.

K69

The techniques used for improving awareness and performance in relation to quality objectives and requirements.

K70

Learn how different sources and methods will aid in maintaining own development in the quality profession.

K71

Understand the organisations operating environment and the factors that may influence its direction and performance, including the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation. This may include sustainability criteria.

K72

Understand the environment in which the organisation’s products/services are produced or supplied, and the factors that may influence performance, including legislation, customer requirements and regulatory requirements. This may include sustainability or climate change criteria.

K73

How the organisation’s strategy is sensitive to stakeholder perceptions and how this knowledge informs priorities at a tactical level. This may include sustainability, ethical, or climate change related criteria.

K74

How applicable contractual and commercial requirements for quality affect the organisation’s performance objectives for their specific products / services.

K75

The methods and tools for identifying customers/stakeholders and gathering information about their requirements including the tools for analysing and prioritising customer/stakeholder quality requirements using tools such as Kano model.

K76

How to convert quality requirements into performance measures objectives using tools such as Critical to Quality Trees (CTQ Trees), requirements matrices and operational definition.

K77

Risk and opportunity management, including the risk and opportunity management principles, framework and processes, types of risk/opportunity associated with new product/service development and improvement, process and supply chain management and methods and tools for identifying, assessing, and mitigating risks/realising opportunities, such as risk and opportunity register, risk and opportunity matrix, Fault Tree Analysis (FTA), Failure Mode and Effects Analysis.

K78

Products/services life cycle stages (such as Capture, Design and Development, Integration, Production, Support and Closure) and the implication for quality

K79

The key considerations (such as political, economical, social, technological, legal and environmental) and approaches necessary (such as Tuckman’s Storming, Norming, Forming and Performing) to enable change in organisations, products or services.

K80

The company’s key drivers for change (internal and external) may influence priorities and objectives.

K81

Learn how different sources and methods will aid in maintaining own development in the quality profession.

K82

Principles of the foundation of Quality and Quality Management System.

S1

identify, interpret and apply relevant legal, governmental or industry regulations affecting the organisation.

S2

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S3

Identify requirements from technical documents, commercial input or stakeholder statements and converting to definitions that can drive the organisations processes

S4

Identify gaps in process performance and develop improvement plans to close gaps.

S5

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S6

Identify, interpret and apply relevant legal, governmental or industry regulations affecting the organisation.

S7

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S8

Identify requirements from technical documents, commercial input or stakeholder statements and converting to definitions that can drive the organisations processes

S9

Communicate organisational quality strategy to all levels of the organisation.

S10

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S11

Identify, interpret and apply relevant legal, governmental or industry regulations affecting the organisation.

S12

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S13

Identify requirements from technical documents, commercial input or stakeholder statements and converting to definitions that can drive the organisations processes

S14

Identify gaps in process performance and develop improvement plans to close gaps.

S15

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S16

Identify, interpret and apply relevant legal, governmental or industry regulations affecting the organisation.

S17

Communicate organisational quality strategy to all levels of the organisation.

S18

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S19

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S20

Identify, analyse and prioritise quality specific risks and opportunities. Support the development, implementation and effectiveness of resulting actions.

S21

Plan and conduct system, product or process audits.

S22

Identify requirements from technical documents, commercial input or stakeholder statements and converting to definitions that can drive the organisations processes

S23

Identify gaps in process performance and develop improvement plans to close gaps.

S24

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S25

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S26

Identify, collect and analyse relevant quality data using appropriate tools and techniques such as Pareto analysis, statistical methods and trending analysis.

S27

Apply methods and tools to improve the quality performance of processes, products and services such as production control plans, standardised work, use of failure modes and effects.

S28

Identify, analyse and prioritise quality specific risks and opportunities. Support the development, implementation and effectiveness of resulting actions.

S29

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S30

Identify gaps in process performance and develop improvement plans to close gaps.

S31

Apply structured problem solving including identification, definition, measurement, analysis, improvement and control methods and tools.

S32

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S33

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S34

Identify, interpret and apply relevant legal, governmental or industry regulations affecting the organisation.

S35

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S36

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S37

Identify requirements from technical documents, commercial input or stakeholder statements and converting to definitions that can drive the organisations processes

S38

Identify gaps in process performance and develop improvement plans to close gaps.

S39

Communicate organisational quality strategy to all levels of the organisation.

S40

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S41

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S42

Identify, collect and analyse relevant quality data using appropriate tools and techniques such as Pareto analysis, statistical methods and trending analysis.

S43

Apply methods and tools to improve the quality performance of processes, products and services such as production control plans, standardised work, use of failure modes and effects.

S44

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S45

Identify gaps in process performance and develop improvement plans to close gaps.

S46

Communicate organisational quality strategy to all levels of the organisation.

S51

Identify gaps in process performance and develop improvement plans to close gaps.

S52

Communicate organisational quality strategy to all levels of the organisation.

S47

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S48

Identify, collect and analyse relevant quality data using appropriate tools and techniques such as Pareto analysis, statistical methods and trending analysis.

S49

Identify, analyse and prioritise quality specific risks and opportunities. Support the development, implementation and effectiveness of resulting actions.

S50

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S53

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S54

Identify, collect and analyse relevant quality data using appropriate tools and techniques such as Pareto analysis, statistical methods and trending analysis.

S55

Identify, analyse and prioritise quality specific risks and opportunities. Support the development, implementation and effectiveness of resulting actions.

S56

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S57

Identify gaps in process performance and develop improvement plans to close gaps.

S58

Apply structured problem solving including identification, definition, measurement, analysis, improvement and control methods and tools.

S59

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S60

Apply methods and tools to improve the quality performance of processes, products and services such as production control plans, standardised work, use of failure modes and effects.

S61

Assess the effectiveness of the measurement systems using tool such as Measurement Systems Analysis.

S62

Identify gaps in process performance and develop improvement plans to close gaps.

S63

Communicate organisational quality strategy to all levels of the organisation.

S64

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

S65

dentify, interpret and apply relevant legal, governmental or industry regulations affecting the organisation.

S66

Communicate using appropriate methods (verbal, written, visual) to influence internal and external stakeholders, using appropriate questioning techniques such as open questions, leading questions.

S67

Identify, collect and analyse relevant quality data using appropriate tools and techniques such as Pareto analysis, statistical methods and trending analysis.

S68

Identify, analyse and prioritise quality specific risks and opportunities. Support the development, implementation and effectiveness of resulting actions.

S69

Identify requirements from technical documents, commercial input or stakeholder statements and converting to definitions that can drive the organisations processes

S70

Communicate organisational quality strategy to all levels of the organisation.

S71

Identify who the internal and external stakeholders are and their current and optimal positions (such as hostile, help it work, opposed, uncooperative, indifferent, hesitant, enthusiastic support) required to support quality related activities.

B1

Promote actively best practices and continuous improvement.

B2

Act with integrity by being open and honest.

B3

Always put customers at the heart of every task.

B4

Operates diligently with professionalism considering a wider picture.

B5

Act with integrity by being open and honest.

B6

Always put customers at the heart of every task.

B7

Operates diligently with professionalism considering a wider picture.

B8

Act with integrity by being open and honest.

B9

Always put customers at the heart of every task.

B10

Operates diligently with professionalism considering a wider picture.

B11

Act with integrity by being open and honest.

B12

Always put customers at the heart of every task.

B13

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B14

Operates diligently with professionalism considering a wider picture.

B15

Act with integrity by being open and honest.

B16

Always put customers at the heart of every task.

B17

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B18

Operates diligently with professionalism considering a wider picture.

B19

Always put customers at the heart of every task.

B20

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B21

Operates diligently with professionalism considering a wider picture.

B22

Act with integrity by being open and honest.

B23

Always put customers at the heart of every task.

B24

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B25

Operates diligently with professionalism considering a wider picture.

B26

Always put customers at the heart of every task.

B27

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B28

Promote actively best practices and continuous improvement.

B29

Act with integrity by being open and honest.

B30

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B31

Promote actively best practices and continuous improvement.

B32

Operates diligently with professionalism considering a wider picture.

B33

Always put customers at the heart of every task.

B34

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B35

Promote actively best practices and continuous improvement.

B36

Act with integrity by being open and honest.

B37

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.

B38

Operates diligently with professionalism considering a wider picture.

B39

Act with integrity by being open and honest.

B40

Seek continuous professional development opportunities such as self-reflection, gathering information, producing personal development plans and keeping up to date on sector/organisation regulation.