As Chief Executive of the Chartered Quality Institute, Simon Feary is leading the quality profession to a successful future, by addressing the challenges facing the industry today, as outlined by our stakeholders.
After a career in laboratory management in the pharmaceutical industry, and the completion of an MBA in the early 1990s, Simon joined the then Institute of Quality Assurance (IQA) in 1994 to head up the International Register of Certificated Auditors (IRCA). He led IRCA from a small UK-focused business to an international brand, synonymous with auditor and training certification – recognised and accepted worldwide as a credible component of the accredited certification landscape.
His background and interests are in both, business and quality, two areas very relevant to managing the CQI. He is also active within standards development and, through IRCA, retains an involvement in the International Accreditation Forum and other groups charged with developing standards, guidance and best practice.
In the 20th century, the quality management discipline and the quality profession made a profound difference to the quality of life.
However, as we progress into this century, the quality management movement has lost its way. The consequences of failure grow ever more significant in today’s world of increasing customer and stakeholder expectations, regulatory oversight and use of social media to broadcast success or failure. Yet we live in a world where there are still too many organisations failing to deliver against all stakeholder requirements.
The quality community has the opportunity to make a difference again. To do so, we must understand the new world of the 21st century and how we must adapt to make that difference, just as government, organisations and other professions must also adapt.
Through industry analysis and research, we have examined the challenges and opportunities facing the quality profession. Our key findings included:
The findings highlight the key changes needed for the profession to thrive and support business. We understand that to sustain delivery of high-quality products and services and to operate in a way that meets stakeholder needs, organisations must establish effective systems of governance and assurance, and commit to a culture of objective evaluation and continuous improvement.
That understanding has driven us to create the new CQI Competency Framework. It is structured around what quality professionals do: Governance, Assurance and Improvement, the Context, which quality professionals work in, and the Behaviours they must show. It requires:
It is important to note that the intent of the framework is not to set a requirement for all those involved in quality management and improvement, to be subject-matter experts in all areas. However, the framework does emphasise the importance of everyone in the profession understanding how they fit into the overall quality context – be they supplier assurance specialists, Six Sigma Black Belts, or Senior Vice President/Director of Quality and Operational Excellence.
So why is leadership at the centre of the framework? It is because the professional must shift from a “back-foot” position as “2nd-tier” managers to a role as “1st-tier” leaders in their organisations. In that way, our profile will increase and our contributions will be even more significant.
This framework is designed to be used by:
All this might seem like a huge challenge, but the benefits to business and society are equally significant. If the profession as a whole can deliver the value that it is capable of providing then new opportunities will emerge for our stakeholders.
To find out more about the CQI Competency Framework, please visit the CQI website.
This proposition has already generated significant interest, with leading businesses embedding the Competency Framework into its quality functions and capability development processes.back to speakers
* If you are interested to attend the Congress, please contact
Mr. Paris Koronaios
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Mrs. Angeliki Theodorakopoulou
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