Quality Management & Training




The CQI Certificate level 3, in Quality Management provides those responsible for service or product quality with the foundation for formal development in their role and an introductory qualification for new and potential quality managers. The qualification provides an understanding of what quality management means in an organisational context and the component parts of the quality management process.

Potential job roles: Quality Technician, Customer Service Team Leader, Operations Team Leader, Engineering Technician.

Recommended learning hours: 30

Unit aim: To appreciate the impact of organisational values and culture on quality performance and understand how different behaviours can improve business performance.
Assessment type: Assignment

Learning outcomes:

  1. Understand the importance of organisational values and culture to quality performance
  2. Understand behavioural approaches for getting results through people
  3. Understand the importance of communication for managing quality

Every successful candidate can at the end of this unit:

  1. Describe how organisational culture and values may impact on quality performance
  2. Explain how human behaviour may positively or negatively influence quality performance
  3. Outline the strengths and weaknesses of different theoretical approaches to human motivation
  4. Explain the relevance of these theories to modern quality management
  5. Describe the elements required for effective team working
  6. Describe the use of different methods for communication in quality management
  7. Identify strengths and weaknesses of different communication methods

Indicative content:

  • 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 member
    • Communication: one-to-one versus one-to-many, interactive versus non-interactive

U301 coursebook 

 U301 workbook


Contact QM&T by sending an email to help@qmt.co.uk