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ASQ CMQ-OE : Manager of Quality/Organizational Excellence Certification Exam

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Test Number : CMQ-OE
Test Name : Manager of Quality/Organizational Excellence Certification
Vendor Name : ASQ
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CMQ-OE test Format | CMQ-OE Course Contents | CMQ-OE Course Outline | CMQ-OE test Syllabus | CMQ-OE test Objectives


Exam ID : CMQ-OE
Exam Title : MANAGER OF QUALITY/ORGANIZATIONAL EXCELLENCE CERTIFICATION CMQ/OE

The Certified Manager of Quality/Organizational Excellence is a professional who leads and champions process-improvement initiatives - everywhere from small businesses to multinational corporations - that can have regional or global focus in a variety of service and industrial settings.

A Certified Manager of Quality/Organizational Excellence facilitates and leads team efforts to establish and monitor customer/supplier relations, supports strategic planning and deployment initiatives, and helps develop measurement systems to determine organizational improvement.

The Certified Manager of Quality/Organizational Excellence should be able to motivate and evaluate staff, manage projects and human resources, analyze financial situations, determine and evaluate risk, and employ knowledge management tools and techniques in resolving organizational challenges.

The Certified Manager of Quality/Organizational Excellence evolved from the certified quality manager as a way to broaden the scope of the examination. The Quality Management Division surveyed certified quality managers and other recognized subject matter experts.

A. Organizational Structures Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization. (Apply)

B. Leadership Challenges

1. Roles and responsibilities of leadersDescribe typical roles, respon-sibilities, and competencies of people in leadership positions and how those attributes influence an organizations direction and purpose. (Analyze)
2. Roles and responsibilities of managersDescribe typical roles, responsibilities, and competencies of people in management positions and how those attributes contribute to an organizations success. (Analyze)
3. Change managementUse various change management strategies to overcome organiza-tional roadblocks, assess impacts of global changes, achieve desired change levels, and review outcomes for effectiveness. Define and describe factors that contribute to an organizations culture. (Evaluate)
4. Leadership techniques Develop and implement techniques that motivate employees and sustain their enthusiasm. Use negotiation techniques to enable parties with different or opposing outlooks to recognize common goals and work together to achieve them. Determine when and how to use influence, critical thinking skills, or Socratic questioning to resolve a problem or move a project forward. (Create) subjects in this new body of knowledge (BoK) include descriptive details (subtext) that will be used by the test Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the test by identifying specific content within each subject that may be tested. The subtext is not intended to limit the subject matter or be all-inclusive of what might be covered in an test but is intended to clarify how the subjects relate to a managers role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the subject will be tested. A complete description of cognitive levels is provided at the end of this document.BODY OF KNOWLEDGECertified Manager of Quality/Organizational Excellence (CMQ/OE)

5. Empowerment Apply various techniques to empower individuals and teams. Identify typical obstacles to empowerment and appropriate strategies for overcoming them. Describe and distinguish between job enrichment and job enlargement, job design, and job tasks. (Analyze)

C. Teams and Team Processes
1. Types of teamsIdentify and describe different types of teams and their purpose, including process improvement, self-managed, temporary or ad hoc (special project), virtual, and work groups. (Understand)
2. Stages of team developmentDescribe how the stages of team development (forming, storming, norming, performing) affect leadership style. (Apply)
3. Team-building techniquesApply basic team-building steps such as using ice-breaker activities to enhance team introductions and membership, developing a common vision and agreement on team objectives, and identifying and assigning specific roles on the team. (Apply)
4. Team roles and responsibilities Define and describe typical roles related to team support and effectiveness such as facilitator, leader, process owner, champion, project manager, and contributor. Describe member and leader responsibilities with regard to group dynamics, including keeping the team on task, recognizing hidden agendas, handling disruptive behavior, and resolving conflict. (Analyze)
5. Team performance and evaluation Evaluate team performance in relation to established metrics to meet goals and objectives. Determine when and how to reward teams and celebrate their success. (Evaluate)

D. ASQ Code of EthicsIdentify and apply behaviors and actions that comply with this code. (Apply)
II. Strategic Plan Development and Deployment (22 Questions)

A. Strategic Planning ModelsDefine, describe, and use basic elements of strategic planning models, including how the guiding principles of mission, vision, and values relate to the plan. (Apply)
B. Business Environment Analysis
1. Risk analysisAnalyze an organizations strengths, weaknesses, opportunities, threats, and risks, using tools such as SWOT. Identify and analyze risk factors that can influence strategic plans. (Analyze)
2. Market forces Define and describe various forces that drive strategic plans, including existing competition, the entry of new competitors, rivalry among competitors, the threat of substitutes, bargaining power of buyers and suppliers, current economic conditions, global market changes, and how well the organization is positioned for growth and changing customer expectations. (Apply)
3. Stakeholder analysis Identify and differentiate the perspectives, needs, and objectives of various internal and external stakeholders. Ensure that the organizations strategic objectives are aligned with those of the stakeholders. (Analyze)
4. Technology Describe how changes in technology can have long-term and short-term influences on strategic planning. Identify new and upcoming technologies that may impact business strategy and quality, such as automation, autonomation, Quality 4.0, cloud computing, or machine learning. (Understand)
5. Internal capability analysisIdentify and describe the effects that influence an organizations internal capabilities: human resources, facilities capacity, and operational capabilities. Analyze these factors in relation to strategy formation. (Analyze)
6. Legal and regulatory factors Define and describe how legal and regulatory factors can influence strategic plans. (Understand)

C. Strategic Plan Deployment
1. Tactical plans Identify basic characteristics of tactics: specific, measurable, attainable, relevant, and time-specific, and how these are linked to strategic objectives. Evaluate proposed plans to determine whether they meet these criteria. (Evaluate)
2. Resource allocation and deploymentEvaluate current resources to ensure they are available and deployed in support of strategic initiatives. Identify and eliminate administrative barriers to new initiatives. Ensure that all internal stakeholders understand the strategic plan and have the competencies and resources to carry out their responsibilities. (Evaluate)
3. Organizational performance measurementDevelop measurements and ensure that they are aligned with strategic goals, and use the measures to evaluate the organization against the strategic plan. (Evaluate)
4. Quality in strategic deployment Support strategic plan deployment by applying continuous improvement and other quality initiatives to drive performance outcomes throughout the organization. (Create)

III. Management Elements and Methods (31 Questions)

A. Management Skills and Abilities
1. Principles of managementEvaluate and use basic management principles such as planning, leading, delegating, controlling, organizing, and allocating resources. (Evaluate)
2. Management theories and styles Define and describe management theories such as scientific, organizational, behavioral, learning, systems thinking, and situational complexity. Define and describe management styles such as autocratic, participative, transactional, transformational, management by fact, coaching, and contingency approach. Describe how management styles are influenced by an organizations size, industry sector, culture, and competitors. (Apply)
3. Interdependence of functional areas Describe the interdependence of an organizations areas (human resources, engineering, sales, marketing, finance, research and development, purchasing, information technology, logistics, production, and service) and how those dependencies and relationships influence processes and outputs. (Understand)
4. Human resources (HR) management Apply HR elements in support of ongoing professional development and role in quality system: setting goals and objectives, conducting performance evaluations, developing recognition programs, and ensuring that succession plans are in place where appropriate. (Apply)
5. Financial managementRead, interpret, and use various financial tools including income statements, balance sheets, and product/service cost structures. Manage budgets and use the language of cost and profitability to communicate with senior management. Use potential return on investment (ROI), estimated return on assets (ROA), net present value (NPV), internal rate of return (IRR), and portfolio analysis to analyze project risk, feasibility, and priority. (Analyze)
6. Risk managementIdentify the kinds of risk that can occur throughout the organization, from such diverse processes as scheduling, shipping/receiving, financials, production and operations, employee and user safety, regulatory compliance and changes. (Apply)
7. Knowledge management (KM)Use KM techniques in identifying core competencies that create a culture and system for collecting and sharing implicit and explicit knowledge among workers, stakeholders, competitors, and suppliers. Capture lessons learned and apply them across the organization to promote best practices. Identify typical knowledge-sharing barriers and how to overcome them. (Apply)

B. Communication Skills and Abilities
1. Communication techniquesDefine and apply various modes of communication used within organizations, such as verbal, non-verbal, written, and visual. Identify factors that can inhibit clear communication and describe ways of overcoming them. (Apply)
2. Interpersonal skillsUse skills in empathy, tact, friendliness, and objectivity. Use open-minded and non-judgmental communication methods. Develop and use a clear writing style, active listening, and questioning and dialog techniques that support effective communication. (Apply)
3. Communications in a global economyIdentify key challenges of communicating across different time zones, cultures, languages, terminology, and business practices, and present ways of overcoming them. (Apply)
4. Communications and technology Identify how technology affects communications, including improved information availability, its influence on interpersonal communications, and etiquette for e-communications. Deploy appropriate communication methods within virtual teams. (Apply)
C. Project Management
1. Project management basicsUse project management methodology and ensure that each project is aligned with strategic objectives. Plan the different phases of a project: initiation, planning, execution, monitoring and controlling, and closure. Ensure the project is on-time and within budget. Consider alternate project management methodologies (linear, evolutionary, or iterative) as they apply to the project. (Evaluate)
2. Project planning and estimation tools Use tools such as risk assessment matrix, benefit-cost analysis, critical path method (CPM), Gantt chart, PERT, and work breakdown structure (WBS) to plan projects and estimate related costs. (Apply)
3. Measure and monitor project activity Use tools such as cost variance analysis, milestones, and real vs. planned budgets to monitor project activity against project plan. (Evaluate)
4. Project documentation Use written procedures and project summaries to document projects. (Apply)D. Quality System1. Quality mission and policyDevelop and monitor the quality mission and policy and ensure that it is aligned with the organizations broader mission. (Create)
2. Quality planning, deployment, and documentation Develop and deploy the quality plan and ensure that it is documented and accessible throughout the organization. (Create)
3. Quality system effectiveness Evaluate the effectiveness of the quality system using various tools: balanced scorecard, internal audits, feedback from internal and external stakeholders (including stakeholder complaints), warranty/return data analytics, product traceability and recall reports, and management reviews. (Evaluate)

E. Quality Models and Theories
1. Quality management standards Describe and apply the requirements and basic principles of ISO 9000-based standards used to support quality management systems. (Apply)
2. Performance excellence modelsDefine and describe common elements and criteria of performance excellence models such as the European Excellence Award (EFQM), Excellence Canada, ASQ International Team Excellence Award (ITEA), or Malcolm Baldrige National Quality Award (MBNQA). Describe how their criteria are used as management models to Excellerate processes at an organization level. (Understand)
3. Other quality methodologiesDescribe and differentiate methods such as total quality management (TQM), continuous improvement, and benchmarking. (Apply)
4. Quality philosophies Describe and apply basic methodologies and theories proposed by quality leaders such as Shewhart, Deming, Juran, Crosby, Feigenbaum, and Ishikawa. (Apply)

IV. Quality Management Tools (30 Questions)

A. Problem-Solving Tools
1. The seven classic quality tools Select, interpret, and evaluate output from these tools: Pareto charts, cause and effect diagrams, flowcharts, control charts, check sheets, scatter diagrams, and histograms. (Evaluate)
2. Basic management and planning toolsSelect, interpret, and evaluate output from these tools: affinity diagrams, tree diagrams, process decision program charts (PDPCs), matrix diagrams, prioritization matrices, interrelationship digraphs, and activity network diagrams. (Evaluate)
3. Process improvement tools Select, interpret and evaluate tools such as root cause analysis, Kepner-Tregoe, PDCA, six sigma DMAIC (define, measure, analyze, improve, control), and failure mode and effects analysis (FMEA). (Evaluate)
Certified Manager of Quality/Organizational Excellence
4. Innovation and creativity toolsUse various techniques and exercises for creative decision-making and problem-solving, including brainstorming, mind mapping, lateral thinking, critical thinking, the 5 whys, and design for six sigma (DFSS). (Apply)
5. Cost of quality (COQ)Define and distinguish between prevention, appraisal, internal, and external failure cost categories and evaluate the impact that changes in one category will have on the others. (Evaluate)

B. Process Management
1. Process goalsDescribe how process goals are established, monitored, and measured and evaluate their impact on product or service quality. (Evaluate)
2. Process analysisUse various tools to analyze a process and evaluate its effectiveness on the basis of procedures, work instructions, and other documents. Evaluate the process to identify and relieve bottlenecks, increase capacity, Excellerate throughput, reduce cycle time, and eliminate waste. (Evaluate)
3. Lean tools Identify and use lean tools such as 5S, just-in-time (JIT), kanban, value stream mapping (VSM), quick-changeover (single-minute exchange of die), poke-yoke, kaizen, standard work (training within industry), and productivity (OEE). (Apply)
4. Theory of constraints (TOC)Define key concepts of TOC: systems as chains, local vs. system optimization, physical vs. policy constraints, undesirable effects vs. core problems, and solution deterioration. Classify constraints in terms of resources and expectations as defined by measures of inventory and operating expense. (Understand)
C. Measurement: Assessment and Metrics
1. Basic statistical use Use statistical techniques to identify when, what, and how to measure projects and processes. Describe how metrics and data gathering methods affect resources and vice-versa. (Apply)
2. Sampling Define and describe basic sampling techniques such as random and stratified. Identify when and why sampling is an appropriate technique to use. (Understand)
3. Statistical analysisCalculate basic statistics: measures of central tendency (mean, median, mode) and measures of dispersion (range, standard deviation, and variance). Identify basic distribution types (normal, bimodal, skewed) and evaluate run charts, statistical process control (SPC) reports, and other control charts to make data-based decisions. (Evaluate)
4. Measurement systems analysis Understand basic measurement terms such as accuracy, precision, bias, and linearity. Understand the difference between repeatability and reproducibility in gauge R&R studies. (Understand)
5. Trend and pattern analysisInterpret graphs and charts to identify cyclical, seasonal, and environmental data trends. Evaluate control chart patterns to determine shifts and other trend indicators in a process. (Evaluate)
6. Process variationAnalyze data to distinguish between common and special cause variation. (Analyze)
7. Process capabilityRecognize process capability (Cpand Cpk,) and performance indices (Pp and Ppk). (Understand)
Certified Manager of Quality/Organizational Excellence
8. Reliability terminology Define and describe basic reliability measures such as infant mortality, end of life (e.g. bathtub curve), mean time between failures (MTBF), and mean time to repair (MTTR). Understand the value of estimating reliability to meet requirements or specifications.
NOTE: Reliability calculations will not be tested. (Understand)

V. Customer-Focused Organizations (21 Questions)
A. Customer Identification and Segmentation
1. Internal customers Define internal customers and describe the impact an organizations treatment of internal customers will have on external customers. Evaluate methods for influencing internal customers to Excellerate products, processes, and services and evaluate the results. (Evaluate)
2. External customers Define external customers and describe their impact on products and services. Evaluate strategies for working with them and integrating their requirements and needs to Excellerate products, services, and processes. (Evaluate)
3. Customer segmentationDescribe and assess the process of customer segmentation and its impact on aligning service and delivery to meet customer needs. (Evaluate)
4. Qualitative assessmentIdentify subjective information such as verbatim comments from customers, observation records, and focus group output. Describe how the subjective information differs from objective measures and determine when data should be captured in categories rather than numeric value. (Analyze)

B. Customer Relationship Management
1. Customer needs Use quality function deployment (QFD) to capture the voice of the customer (VOC) and examine customer needs in relation to products and services offered. Analyze the results to prioritize future development in anticipation of changing customer needs. (Analyze)
2. Customer satisfaction and loyaltyDevelop systems to capture positive and negative customer feedback and experiences, using tools such as listening posts, focus groups, complaints and warranty data, surveys, and interviews. Use customer value analysis to calculate the financial impact of existing customers and the potential results of losing those customers. Develop corrective actions and proactive methods to Excellerate customer satisfaction, loyalty, and retention levels. (Create)
3. Customer service principles Demonstrate strategies that support customer service principles: courtesy, politeness, smiles, cheerfulness, attention to detail, active listening, empathy, rapid response, and easy access for information and service. (Apply)
4. Multiple and diverse customer managementEstablish and monitor priorities to avoid or resolve conflicting customer requirements and demands. Develop methods and systems for managing capacity and resources to meet the needs of multiple customers. Describe the impact that diverse customer groups can have on all aspects of product and service development and delivery. (Evaluate)

VI. Supply Chain Management (17 Questions)
A. supplier Selection and ApprovalDefine and outline criteria for selecting, approving, and classifying suppliers, including internal rating programs and external certification standards. (Analyze)
B. supplier Risk Management Assess and manage supplier risk and the impact it may have on various internal processes of the organization. (Evaluate)
C. supplier CommunicationsPrepare and implement specific communication methods with suppliers, including regularly scheduled meetings and routine and emergency reporting procedures. Direct, communicate, and confirm explicit expectations so that the supplier is aware of critical product and delivery requirements. (Apply)
D. supplier PerformanceDefine, assess, and monitor supplier performance in terms of quality, cost, delivery, and service levels, and establish associated metrics for defect rates, product reliability, functional performance, timeliness, responsiveness, and availability of technical support. (Evaluate)
E. supplier ImprovementDefine and conduct supplier audits, evaluate corrective and preventive action plans, provide feedback, and monitor process improvements. (Evaluate)
F. supplier Certification, Partnerships, and AlliancesDefine, appraise, and implement supplier certification programs that include process reviews and performance evaluations. Outline strategies for developing customer-supplier partnerships and alliances. (Evaluate)
G. supplier Logistics and Material AcceptanceDescribe the impact purchased products and services can have on final product assembly or total service package, including ship-to-stock and just-in-time (JIT). Describe the incoming material inspections process. (Understand)

VII. Training and Development (16 Questions)
A. Training PlansDevelop and implement training plans that are aligned with the organizations strategic plan and general business needs, including leadership training and alignment of personal development plans. (Create)
B. Training Needs AnalysisUse various tools and techniques such as surveys, performance reviews, regulatory guidances, and gap analyses to identify and assess training needs. (Evaluate)
C. Training Materials, Development, and DeliveryUse various tools, resources, and methodologies to develop training materials and curriculum that address adult learning principles and the learning needs of an increasingly diverse workforce. Describe various methods of training delivery: classroom, workbooks, simulations, computer-delivered, on-the-job, and self-directed. Use mentoring and coaching to support training outcomes. (Apply)
D. Training Effectiveness and EvaluationAssess training effectiveness and make improvements based on feedback from training sessions, end-of-course test results, on-the-job behavior or performance changes, and departmental or area performance improvements. (Evaluate)



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ASQ Manager answers

Don’t are expecting an awful lot from CDRH’s New great application | CMQ-OE Real test Questions and test Questions

with the aid of Jim Dickinson

It has lengthy aggravated many in the scientific gadget trade that the executive company that holds them to such stringent—even nit-choosy—high-quality standards in everything they do fails to apply related specifications to anything that company itself does.

In February FDA finally bit the bullet and unveiled the “CDRH fine administration Framework,” a 25-web page doc outlining the pleasant concepts and practices that apply to the center's work, however the document starts with a few caveats. for instance, despite the fact the doc asserts that “a high quality administration (QM) application is an essential component of a always enhancing organization,” it hurries on to warning that CDRH “intends to apply the framework and boost the application over time. Full implementation would require on-going effort and is resource stylish.”

In other phrases, if they don’t have the elements, they gained’t be able to do it.

Tellingly, possibly, the framework doc is prefaced with an extra caveat:

This document isn't meant and may not be used to choose and audit CDRH techniques to check for compliance with the CDRH QM program. CDRH doesn't intend for all [c]enter strategies to conform to this framework instantly upon the useful date of this doc. rather, the beneficial date of this document marks the starting of a gradual implementation of the QM program. CDRH plans to enhance adherence with the QM ideas and practices set forth by means of this document over time."

A cynic (who, me?) might infer from this that the framers of the framework have a number of doubts about its chance of success.

The document comprises by way of reference the lots older, FDA-huge “SMG 2020 best system Framework for inner activities” that harks back to August 2004 and, in flip, draws heavily from ISO and ANSI, of which FDA is a member. among its many specific guidance and ambitions, this venerable guiding doc emphasizes the value of senior administration dedication to great and the position of firm leadership in surroundings a superb instance for these below.

in line with the framework:

a strong, clear mandate from the highest stage of management, backed up with their lively participation, is required for a quality equipment implementation effort to be triumphant personnel in any respect ranges inside a firm benefit from seeing administration apply the same principles personnel are being directed to implement. workforce will assist a equipment that they see is actively and perpetually supported and practiced. Senior leaders need to create a meaningful vision, construct a trusting environment, and mannequin favored habits. every senior chief should still strive to be a champion of fine programs.”

“SMG 2020” doesn’t include a word about useful resource constraints, which might be high up as an accessible break out route within the “CDRH fine administration Framework.”

You may have also seen that CDRH’s new doc discourages its use for auditing functions. In contrast, “SMG 2020” is heavy on the need to regularly audit the satisfactory program’s effectiveness and problems, nevertheless it gives scant point out of external audits, curiously preferring inner ones (this is, the FDA unit auditing itself or being audited by using its mum or dad firm).

Neither doc refers to transparency, a buzzword that was in every single place when President Obama started his first time period but is hardly heard these days. Transparency, of course, is commonly a final result of external audits, no longer so tons interior audits.management’s accountability for first-rate is a habitual theme in each documents, a syndrome it is according to FDA’s lengthy lifestyle of hostility to transparency. management because it is practiced at FDA has been characterised by manage, coverage of the fame quo, and the maintenance of personal fiefdoms.

Transparency, having said that, introduces backyard activity, accordingly elevating the chance that administration handle will be impacted, might be adversely.

for example, the “CDRH quality administration Framework” says, “best concerns that affect a single office shall be handled within that workplace,” and “[q]uality issues that affect multiple places of work, or center-vast actions or classes will probably be raised to the CSC [Center Science Council] nice administration Subcommittee level.” the use of “shall” in place of “may still” denotes an authoritarian or control-oriented method.

this is now not an altogether encouraging delivery for a brand new application that took CDRH greater than 10 years to get around to, after its mum or dad organization’s “SMG 2020” launch in 2004.

even so, in other pages the doc expresses self belief that the core has the tools and resources to support increase the consistency of its operations, make sound choices concerning first-rate, measure development in assembly excellent pursuits, establish what's working and not working, and aid in bringing identified issues to a adequate conclusion.

i'm left with a question that i believe I might already understand the answer to: Why didn’t FDA and CDRH check in for exceptional development guide from the American Society for best (ASQ), which has a contract with the familiar capabilities

Administration via 2016 to enrich the excellent of the internal methods of any U.S. government company?

On its web website, ASQ says it may support such groups take “full advantage of efficiency-development equipment to measure, music, and enrich inner methods and customer pride.”

among the many satisfactory concerns it says it sees in government, ASQ lists:

  • aid constraints.
  • Human resources. (“continuous improvement innovations require research and statistical evaluation talent, which might be discovered and developed greater routinely within the deepest sector.”)
  • Taxpayer funding. (“funding greenbacks for development initiatives ought to come from taxpayer cash, and each greenback spent have to be justified to taxpayers.”)
  • place of work lifestyle. (“Infrastructure—Many executive organizations first deserve to establish an infrastructure with the intention to help continuous improvement actions. dimension and challenge administration practices, for example, could need developing. Transparency—development requires information-sharing, including airing errors so they can also be analyzed, and reporting every step of choice-making processes. here is a method many government groups may no longer be acquainted with.”)
  • Citizen involvement. (“Citizen engagement and involvement is a requirement for local governments. Accountability—residents, or ‘customers,’ are also taxpayers, and governments should be responsible to them. client options —as a result of governments haven't any instant or glaring competition, ‘customers’ have constrained options.”)
  • Have an out of doors outfit like ASQ delve into all that and possibility the consequences becoming public? No wonder FDA didn’t are looking to go there!

    —Jim Dickinson is MD+DI's contributing editor. 

    [image courtesy of KIBSRI/FREEDIGITALPHOTOS.NET]


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