The Quality Charter should contain the following:
Scope
The scope should involve activities supporting the implementation of the quality policy, and closing the producer and customer gaps.
Objectives
The objectives clarify the role of the quality function, and normally move through three phases as quality processes mature. Product quality is the initial focus, followed by the definition and improvement of work processes. Finally, objectives are oriented towards optimization. The next section covers the maturation of the quality function.
Responsibilities
Responsibilities assigned to the quality function should be important, meaningful, accomplishable and measurable. They should be defined in sufficient detail so that the accomplishment or non-accomplishment of the tasks can be determined. The quality function is not responsible for product quality, but will have responsibilities supporting quality initiatives. These responsibilities should include maintaining current knowledge of quality principles and practices; identifying companies and sources that can provide best processes and practices; training, coaching, and facilitating; and maintaining and analyzing databases of information that will help identify process and product weaknesses as candidates for improvement. Additional responsibilities may include participating on committees; providing process management expertise; serving as a centralized resource for measurement analysis and reporting; acting as custodian for processes by formatting, editing, publishing, distributing, and controlling access to changes, etc. Auditing for process deployment and compliance may also be a responsibility, although this is more desirable separated from QA.
Authority
The quality function needs the authority to perform its responsibilities. This authority should give the quality staff access to all documentation and data that is necessary to analyze and identify problems. In many organizations the quality function receives data that is not available to line management. For example, from product inspections it may know the type and quantity of defects made by individuals in building products. Since inspections are designed to assist the worker in improving quality, the usefulness may be compromised if the worker believes management will use them negatively in a performance appraisal. On the other hand, the quality staff needs that information to identify defect-prone products and processes.
Ongoing Quality Programs
The charter should specify programs that will be performed regularly by the quality function. These might include building and analyzing defect databases, assisting in the development of work processes; summarizing and analyzing quantitative data; training the IT staff in quality principles, practices, and processes; and assisting in the performance of tasks such as software reviews and inspections. These programs may change over time as the quality program matures. For example, initially the quality function may chair reviews and inspections, but when that function matures, the review and inspection responsibilities go to the developers of the products.
