Quality Assurance and ISO 9001 Training Course

Participants can define quality system scope, requirements and measurable quality objectives.

• Organisational context assessed through internal issues and external requirements
• Interested-party needs converted into applicable quality management obligations
• Quality management system scope defined with justified inclusions and exclusions
• SMART quality objectives linked to process performance and customer outcomes
• Quality planning aligns resources, responsibilities, controls and acceptance criteria
• Documented information controlled through approval, revision and retention rules
• Management review inputs connect performance data, risks and improvement decisions

Participants can map a process and design controls that prevent predictable failures.

• SIPOC mapping defines suppliers, inputs, process steps, outputs and customers
• Turtle diagrams assign resources, methods, measures and process responsibilities
• Swimlane maps expose handoffs, delays, rework loops and control gaps
• Critical-to-quality characteristics derived from customer and technical requirements
• Control plans specify monitoring points, methods, frequency and response actions
• Standard operating procedures distinguish mandatory controls from work guidance
• Process measures balance quality, delivery, cost and customer satisfaction

Participants can assess process risks and select proportionate preventive controls.

• Process risk assessment identifies failure modes, causes and consequences
• FMEA scoring uses severity, occurrence and detection ratings consistently
• Risk priorities converted into prevention, detection and contingency controls
• Control effectiveness reviewed using residual risk and performance evidence
• Change planning assesses quality risks before new methods commence
• Contingency plans address equipment failure, absent skills and supplier disruption
• Opportunities prioritised where process changes improve quality performance

Participants can establish operational controls, inspection methods and acceptance decisions.

• Operational planning defines criteria for process control and output acceptance
• Inspection plans identify characteristics, sampling methods and inspection frequencies
• Acceptance sampling distinguishes lot acceptance from process capability monitoring
• Measurement system checks address calibration, traceability and equipment suitability
• First-article inspection verifies initial outputs against approved specifications
• In-process checks prevent defective work progressing to subsequent stages
• Release authority confirms conformity before delivery, handover or customer use

Participants can use quality data to identify variation and trigger appropriate action.

• Common-cause and special-cause variation require different management responses
• Run charts reveal shifts, trends and non-random process patterns
• Control charts apply centre lines, limits and out-of-control rules
• Pareto analysis ranks defect categories by frequency, cost or impact
• Check sheets structure consistent collection of defect and inspection data
• Process capability indices compare process spread against specification limits
• Quality dashboards combine leading controls with lagging defect measures

Participants can control nonconforming outputs and close corrective actions with evidence.

• Nonconforming outputs identified, contained, recorded and dispositioned under controlled conditions
• Concession, rework, repair and scrap decisions require authorised criteria
• 5 Whys analysis tests causal chains beyond immediate operator error
• Fishbone diagrams organise potential causes across people, methods and materials
• Corrective action plans define root cause, actions, owners and deadlines
• Effectiveness checks verify recurrence reduction after corrective-action implementation
• Customer notification requirements managed when released outputs later prove nonconforming

Participants can apply risk-based supplier controls and evaluate supplier performance.

• Supplier evaluation criteria address capability, quality history, risk and approvals
• Purchasing specifications communicate technical, quality and verification requirements clearly
• Incoming inspection plans reflect supplier risk and component criticality
• Supplier scorecards track defects, delivery, responsiveness and corrective-action closure
• Second-party audits assess supplier process controls and documented evidence
• Supplier corrective action requests require containment, root cause and verification
• Outsourced processes remain accountable within the organisation's quality management system

Participants can plan and conduct an internal audit using objective evidence.

• ISO 19011 principles establish integrity, confidentiality and evidence-based audit practice
• Risk-based audit programmes prioritise significant processes, changes and prior findings
• Audit plans define scope, criteria, schedule, methods and assigned auditors
• Open questions obtain evidence without leading process owners or staff
• Sampling records tests implementation without claiming absolute assurance
• Audit findings classify conformity, nonconformity, observation and improvement opportunity
• Closing meetings communicate findings, evidence and required follow-up actions

Participants can evaluate quality system performance and prepare a focused improvement plan.

• Quality KPIs connect process performance with customer satisfaction and business results
• Management review evaluates trends, audit results, risks and resource needs
• Cost of quality separates prevention, appraisal, internal failure and external failure
• PDCA improvement cycles test changes, verify results and standardise successful controls
• A3 problem-solving structures background, analysis, countermeasures and follow-up
• Improvement priorities selected using impact, effort, risk and ownership criteria
• Ninety-day quality action plans assign milestones, measures and review dates