4 Competence                                pdca p

 

4.1 General

Factors, competence, expertise

 4.1

The competence of the quality manager is the result of various factors. Figure 4-1 shows the Acquire competence processactivities which transform inputs into outputs (see also ISO 9000, 3.4.1) of the quality manager.process

4-1

Figure 4-1. The acquire competence process of the quality manager

Competence: personal skills, knowledge and experiences

The competence of the quality manager is constantly improved thanks to:

Imagination is more important than knowledge. Albert Einstein

Areas of expertise in which the quality manager excels:

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4.2 Qualification

Education, diplomas

4.2 

The quality manager has completed higher education (three to six years Bachelor's degree).

Now we can rejoice over the embarrassment of choices for diplomas (bachelor, master) that integrate quality delivered by a large number of the universities or engineering and business schools.

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4.3 Experience

Environment, experience in the field

4.3 

The quality manager knows how to adapt to any environment. The quality manager aspires to entrance their close entourage. For this the quality manager will learn and assimilate very quickly, thanks to a successful experience in the field, the data specific to the company:

True story 

Following a serious problem, the director himself goes to the customer.

On the spot, he explains that everything will be done to resolve the situation. He's sorry for what happened. That it won't happen again.

When asked what the root cause of the problem is and what action plan is being considered his response is, "Oh, you know, I don't go into that kind of detail, but I promise you this will all be resolved very soon."

The market was lost.

Going, seeing and understanding in the field and always checking the facts yourself is not a wish, it is a prerequisite for any sustainable business.

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4.4 Knowledge

Knowledge, areas

4.4 

There is no substitute for knowledge. Edwards Deming

The quality manager has solid knowledge in the following areas:

gameMinute of relaxation. Cf. game: Competence

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4.5 Abilities

Ideal quality manager, natural leader, confortable with

4.4 

The leader is the one who climbs the tallest tree, surveys the entire situation, and yells, ''Wrong jungle!'' Stephen Covey

The “ideal” quality manager is someone who:

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4.6 Qualities

Qualities of the ideal quality manager, pitfalls to avoid

4.6 

 

Figure 4-2 shows some of the key factors that are essential for staff success.
 

4-2

Figure 4-2. Desirable work environment

A good leader gets extraordinary things from ordinary men. Peter Drucker

The “ideal” quality manager has qualities such as:

A presence of mind test can be found in annex 05.record
 
Pitfalls to avoid:point

Choosing priorities requires a great deal of effort and sensitivity to the individual's perception of their mission. Figure 4-3 shows the activities classified into four sections.

4-3

Figure 4-3. Priority of activities

Urgent and important activities (Section I) include, for example:

Important and non-urgent activities (Section II) include, for example:

Non-urgent and non-important activities (section III) include, for example:

Urgent and non-important activities (section IV) include, for example:

The object of the game is to manage your time by giving high priority to the activities of section II, especially to the detriment of the activities of sections III and IV.

smileMinute of relaxation. Cf. joke “Is hell exothermic or endothermic?

The rest of the T 48 Quality manager training is accessible on this page.

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