Quality manager

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Description

The quality manager is responsible for leading and coordinating the analysis of business processes and procedures to ensure ongoing quality assurance across the organisation. The quality manager is responsible for developing an ongoing work program to ensure quality control.  The quality manager should manage and oversee the development and operations of the quality management system and coordinate the management of internal and external audit processes including maintaining the external certification to quality standards such as AS/NZ ISO 9001:2015.

The quality management system can be defined as a set of policies, processes and procedures required for planning and execution (production/development/service) in the core business area of an organisation. The quality manager integrates the various internal processes within the organisation and intends to provide a process approach for project execution. The quality manager enables the organisation to identify, measure, control and improve the various core business processes that will ultimately lead to improved business performance.

The quality manager will work closely with ICT staff such as the ICT managers, project managers and technical development managers. This position is also responsible for overseeing the project assurance, user assurance, business and specialist assurance roles.

A quality manager exhibits capabilities in line with the Skills Framework for the Information Age (SFIA)[1] and the Queensland Public Service Workforce Capability Success Profile.[2]

Within the SFIA profile, the quality manager has level 4 and 5 capabilities, i.e. enables, ensures and advises on the skills outlined below.

Autonomy

Works under general direction within a clear framework of accountability. Exercises substantial personal responsibility and autonomy. Plans own work to meet given objectives and processes.

Influence

Influences customers, suppliers and partners at account level. May have some responsibility for the work of others and for the allocation of resources. Participates in external activities related to own specialism. Makes decisions which influence the success of projects and team objectives.

Complexity

Work includes a broad range of complex technical or professional activities, in a variety of contexts. Investigates, defines and resolves complex issues.

Business Skills

Selects appropriately from applicable standards, methods, tools and applications. Communicates fluently, orally and in writing, and can present complex information to both technical and non-technical audiences. Facilitates collaboration between stakeholders who share common objectives. Plans, schedules and monitors work to meet time and quality targets. Rapidly absorbs new information and applies it effectively. Maintains an awareness of developing technologies and their application and takes some responsibility for driving own development.

 

  SFIA Skill

SFIA Skill Code

SFIA Skill Level of Responsibility

SFIA Skills Level Descriptor

Quality management

QUMG

5

Advises on the application of appropriate quality and/or environmental management techniques. Facilitates improvements to processes by changing approaches and working practices, typically using recognised models.

Quality assurance

QUAS

5

Uses quality standards to review past performance and plan future activities. Conducts audits of quality requirements and produces audit reports. Monitors and reports on the outputs from the quality assurance and audit processes.

Quality standards

QUST

4

Controls, updates and distributes new and revised quality standards, including technical changes.

Methods and tools

METL

4

Provides expertise and support on use of methods and tools

 

Queensland Government roles align with the Queensland Public Service Workforce Capability Success Profile.

The success profile is a sector wide, one-government approach to the leadership behaviours expected of all public sector employees to support high performing workplaces.  The profile describes three performance dimensions (vision, results and accountability) and 13 leadership competencies required against four role types: 

  • Individual contributor (manages self)
  • Team leader (manages individuals)
  • Program manager (manages multiple teams/projects)
  • Executive (manages program managers)

When developing a Role Description, identify the role type and then focus on the most important attributes and create a balance between SFIA skills and leadership skills. 

Entry points

Degree level qualifications in areas such as business or information technology are highly regarded. Experience in or certification in, quality management are also well regarded. A quality manager must have highly developed communication skills and strong negotiation skills.   Knowledge of the quality management standards would be held in high regard. 

Learning and development

There are a number of ways to develop and improve quality management skills. Formal training and on the job experience are important ways to improve and develop the required skills. 

Skills in quality management can be gained by participation in a variety of courses. These courses will improve the skills and general knowledge of a quality manager. Many of these courses are run by private companies.

 

  1. The Skills Framework for the Information Age (SFIA) provides a common language that integrates with an organisation’s way of working, to improve capability and resource planning, resource deployment and performance management.  This role profile quotes extensively from the SFIA, under licence from the SFIA Foundation.  Information about the SFIA can be found at http://www.sfia-online.org/en
  2. The Queensland Public Service Workforce Capability Success Profile plays a key role in translating the government’s ‘talent management requirements’ into clear behavioural terms, while at the same time delivering organisational change and growth.  The success profile is being utilised to align sector-wide talent management strategies, including workforce planning, talent acquisition, leadership development, capability development, performance management, career management and succession planning.

http://www.psc.qld.gov.au/includes/assets/PSC_Workforce_Capability_Success_Profile.pdf

The supporting Companion Guide can be found at

http://www.psc.qld.gov.au/includes/assets/Companion_guide_QPS_Workforce_Capability_Success_Profile.pdf