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

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Test Number : CMQ-OE
Test title : Manager of Quality/Organizational Excellence Certification
Vendor title : ASQ
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CMQ-OE exam Format | CMQ-OE Course Contents | CMQ-OE Course profile | CMQ-OE exam Syllabus | CMQ-OE exam 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 diminutive businesses to multinational corporations - that can believe 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 live able to motivate and evaluate staff, manage projects and human resources, anatomize monetary situations, determine and evaluate risk, and employ lore management tools and techniques in resolving organizational challenges.

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

A. Organizational Structures Define and characterize organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can believe 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 characterize factors that contribute to an organizations culture. (Evaluate)
4. Leadership techniques Develop and implement techniques that motivate employees and sustain their enthusiasm. exercise negotiation techniques to enable parties with different or opposing outlooks to recognize common goals and labor together to achieve them. Determine when and how to exercise influence, faultfinding thinking skills, or Socratic questioning to resolve a problem or inch a project forward. (Create) courses in this new cadaver of lore (BoK) comprise descriptive details (subtext) that will live used by the exam evolution Committee as guidelines for writing test questions. This subtext is moreover designed to abet candidates prepare for the exam by identifying specific content within each subject that may live tested. The subtext is not intended to restrict the matter matter or live all-inclusive of what might live covered in an exam but is intended to clarify how the courses relate to a managers role. The descriptor in parentheses at the discontinue of each entry refers to the maximum cognitive plane at which the subject will live tested. A complete description of cognitive levels is provided at the discontinue 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. characterize and distinguish between job enrichment and job enlargement, job design, and job tasks. (Analyze)

C. Teams and Team Processes
1. Types of teamsIdentify and characterize different types of teams and their purpose, including process improvement, self-managed, temporary or ad hoc (special project), virtual, and labor groups. (Understand)
2. Stages of team developmentDescribe how the stages of team evolution (forming, storming, norming, performing) handle 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 characterize typical roles related to team support and effectiveness such as facilitator, leader, process owner, champion, project manager, and contributor. characterize member and leader responsibilities with respect 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 plot evolution and Deployment (22 Questions)

A. Strategic Planning ModelsDefine, describe, and exercise basic elements of strategic planning models, including how the guiding principles of mission, vision, and values relate to the plan. (Apply)
B. commerce Environment Analysis
1. Risk analysisAnalyze an organizations strengths, weaknesses, opportunities, threats, and risks, using tools such as SWOT. Identify and anatomize risk factors that can influence strategic plans. (Analyze)
2. Market forces Define and characterize 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 characterize how changes in technology can believe long-term and short-term influences on strategic planning. Identify new and upcoming technologies that may impact commerce strategy and quality, such as automation, autonomation, attribute 4.0, cloud computing, or machine learning. (Understand)
5. Internal capability analysisIdentify and characterize the effects that influence an organizations internal capabilities: human resources, facilities capacity, and operational capabilities. anatomize these factors in relation to strategy formation. (Analyze)
6. Legal and regulatory factors Define and characterize how legal and regulatory factors can influence strategic plans. (Understand)

C. Strategic plot 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 liquidate administrative barriers to new initiatives. Ensure that any internal stakeholders understand the strategic plot and believe 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 exercise the measures to evaluate the organization against the strategic plan. (Evaluate)
4. attribute in strategic deployment support strategic plot deployment by applying continuous improvement and other attribute 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 exercise basic management principles such as planning, leading, delegating, controlling, organizing, and allocating resources. (Evaluate)
2. Management theories and styles Define and characterize management theories such as scientific, organizational, behavioral, learning, systems thinking, and situational complexity. Define and characterize management styles such as autocratic, participative, transactional, transformational, management by fact, coaching, and contingency approach. characterize how management styles are influenced by an organizations size, industry sector, culture, and competitors. (Apply)
3. Interdependence of functional areas characterize 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 evolution and role in attribute system: setting goals and objectives, conducting performance evaluations, developing recognition programs, and ensuring that succession plans are in state where appropriate. (Apply)
5. monetary managementRead, interpret, and exercise various monetary tools including income statements, balance sheets, and product/service cost structures. Manage budgets and exercise the language of cost and profitability to communicate with senior management. exercise potential recur on investment (ROI), estimated recur on assets (ROA), net present value (NPV), internal rate of recur (IRR), and portfolio analysis to anatomize 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. lore management (KM)Use KM techniques in identifying core competencies that create a culture and system for collecting and sharing implicit and categorical lore among workers, stakeholders, competitors, and suppliers. Capture lessons erudite 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 lucid communication and characterize ways of overcoming them. (Apply)
2. Interpersonal skillsUse skills in empathy, tact, friendliness, and objectivity. exercise open-minded and non-judgmental communication methods. Develop and exercise a lucid writing style, active listening, and questioning and dialog techniques that support efficient communication. (Apply)
3. Communications in a global economyIdentify key challenges of communicating across different time zones, cultures, languages, terminology, and commerce 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. plot the different phases of a project: initiation, planning, execution, monitoring and controlling, and closure. Ensure the project is on-time and within budget. respect alternate project management methodologies (linear, evolutionary, or iterative) as they apply to the project. (Evaluate)
2. Project planning and estimation tools exercise tools such as risk assessment matrix, benefit-cost analysis, faultfinding path system (CPM), Gantt chart, PERT, and labor breakdown structure (WBS) to plot projects and evaluate related costs. (Apply)
3. Measure and monitor project activity exercise tools such as cost variance analysis, milestones, and true vs. planned budgets to monitor project activity against project plan. (Evaluate)
4. Project documentation exercise written procedures and project summaries to document projects. (Apply)D. attribute System1. attribute mission and policyDevelop and monitor the attribute mission and policy and ensure that it is aligned with the organizations broader mission. (Create)
2. attribute planning, deployment, and documentation Develop and deploy the attribute plot and ensure that it is documented and accessible throughout the organization. (Create)
3. attribute system effectiveness Evaluate the effectiveness of the attribute 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. attribute Models and Theories
1. attribute management standards characterize and apply the requirements and basic principles of ISO 9000-based standards used to support attribute management systems. (Apply)
2. Performance excellence modelsDefine and characterize 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 attribute Award (MBNQA). characterize how their criteria are used as management models to Excellerate processes at an organization level. (Understand)
3. Other attribute methodologiesDescribe and differentiate methods such as total attribute management (TQM), continuous improvement, and benchmarking. (Apply)
4. attribute philosophies characterize and apply basic methodologies and theories proposed by attribute leaders such as Shewhart, Deming, Juran, Crosby, Feigenbaum, and Ishikawa. (Apply)

IV. attribute Management Tools (30 Questions)

A. Problem-Solving Tools
1. The seven classic attribute tools Select, interpret, and evaluate output from these tools: Pareto charts, antecedent 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 conclusion 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 antecedent 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, intelligence mapping, lateral thinking, faultfinding thinking, the 5 whys, and design for six sigma (DFSS). (Apply)
5. Cost of attribute (COQ)Define and distinguish between prevention, appraisal, internal, and external failure cost categories and evaluate the impact that changes in one category will believe 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 anatomize a process and evaluate its effectiveness on the basis of procedures, labor instructions, and other documents. Evaluate the process to identify and relieve bottlenecks, multiply capacity, Excellerate throughput, reduce cycle time, and liquidate waste. (Evaluate)
3. gaunt tools Identify and exercise gaunt tools such as 5S, just-in-time (JIT), kanban, value stream mapping (VSM), quick-changeover (single-minute exchange of die), poke-yoke, kaizen, standard labor (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 exercise employ statistical techniques to identify when, what, and how to measure projects and processes. characterize how metrics and data gathering methods handle resources and vice-versa. (Apply)
2. Sampling Define and characterize 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 inclination (mean, median, mode) and measures of dispersion (range, standard deviation, and variance). Identify basic distribution types (normal, bimodal, skewed) and evaluate race charts, statistical process control (SPC) reports, and other control charts to deserve data-based decisions. (Evaluate)
4. Measurement systems analysis Understand basic measurement terms such as accuracy, precision, bias, and linearity. Understand the inequity 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 antecedent 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 characterize basic reliability measures such as infant mortality, discontinue of life (e.g. bathtub curve), value time between failures (MTBF), and value time to repair (MTTR). Understand the value of estimating reliability to meet requirements or specifications.
NOTE: Reliability calculations will not live tested. (Understand)

V. Customer-Focused Organizations (21 Questions)
A. Customer Identification and Segmentation
1. Internal customers Define internal customers and characterize the impact an organizations treatment of internal customers will believe 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 characterize 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. characterize how the subjective information differs from objective measures and determine when data should live captured in categories rather than numeric value. (Analyze)

B. Customer Relationship Management
1. Customer needs exercise attribute function deployment (QFD) to capture the voice of the customer (VOC) and examine customer needs in relation to products and services offered. anatomize the results to prioritize future evolution 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. exercise customer value analysis to pattern the monetary 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 smooth 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. characterize the impact that diverse customer groups can believe on any aspects of product and service evolution and delivery. (Evaluate)

VI. Supply Chain Management (17 Questions)
A. provider Selection and ApprovalDefine and profile criteria for selecting, approving, and classifying suppliers, including internal rating programs and external certification standards. (Analyze)
B. provider Risk Management Assess and manage provider risk and the impact it may believe on various internal processes of the organization. (Evaluate)
C. provider CommunicationsPrepare and implement specific communication methods with suppliers, including regularly scheduled meetings and routine and emergency reporting procedures. Direct, communicate, and substantiate categorical expectations so that the provider is sensible of faultfinding product and delivery requirements. (Apply)
D. provider PerformanceDefine, assess, and monitor provider 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. provider ImprovementDefine and conduct provider audits, evaluate corrective and preventive action plans, provide feedback, and monitor process improvements. (Evaluate)
F. provider Certification, Partnerships, and AlliancesDefine, appraise, and implement provider certification programs that comprise process reviews and performance evaluations. profile strategies for developing customer-supplier partnerships and alliances. (Evaluate)
G. provider Logistics and Material AcceptanceDescribe the impact purchased products and services can believe on final product assembly or total service package, including ship-to-stock and just-in-time (JIT). characterize the incoming material inspections process. (Understand)

VII. Training and evolution (16 Questions)
A. Training PlansDevelop and implement training plans that are aligned with the organizations strategic plot and generic commerce needs, including leadership training and alignment of personal evolution 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. characterize various methods of training delivery: classroom, workbooks, simulations, computer-delivered, on-the-job, and self-directed. exercise mentoring and coaching to support training outcomes. (Apply)
D. Training Effectiveness and EvaluationAssess training effectiveness and deserve improvements based on feedback from training sessions, end-of-course test results, on-the-job conduct or performance changes, and departmental or district performance improvements. (Evaluate)



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ASQ drill Questions

ASQ declares 2020 Fellow Citations for Achievements to the evolution of nice | CMQ-OE exam Braindumps and Latest Topics

MILWAUKEE, may additionally 13, 2020 /PRNewswire-PRWeb/ -- ASQ has named eight contributors as Fellows for his or her achievements and contributions to the advancement of excellent.

ASQ has very nearly 650 lively Fellows who signify diverse industries on a worldwide scale. Fellow membership repute is awarded to people who are ASQ individuals in first rate standing and meet here standards:

  • Have at the least 15 years of pleasant-related adventure.
  • achieve necessities throughout six knowledgeable categories.
  • Are subsidized via friends and recommended by their ASQ section or division.
  • were an ASQ Senior member for five years or longer.
  • "ASQ Fellows are position models within the excellent community," stated ASQ Chair Austin S. Lin. "These people carry so plenty passion, now not simply to the profession, but to the Society and they are disdainful to believe them live a section of their Fellows community."

    due to the cancellation of ASQ's 2020 annual convention, the new Fellows could live identified in a ceremony just before ASQ's World conference on noteworthy and evolution held might moreover 20201 in Anaheim, Calif.

    The 2020 ASQ Fellows, in alphabetical order, are:

    Lawrence Bartkus, Retired, Edwards Lifesciences, Irvine, CA – "For unbelievable contributions in advancing pleasant via fashioned thought and options in experimental design, analysis, robust parameter design, manner optimization, and exceptional assessment; for collaborations that bridge commerce and academy; for advancing statistical pondering in corporations through an interior records curriculum; for service to the career, advertising exercise of first-class engineering concepts for strategic abilities in business; and for significant contribution at both section and division degrees and endured dedication to ASQ and best occupation."

    Sachin Garg, IndoSpace Capital Advisors, Mumbai, India – "For his impressive leadership in imposing first-class and company excellence practices in diverse businesses leading to sustainable company results; for edifice technical competence required to teach attribute concepts within his hard and exterior assignments; and for spreading the global voice of best through local member communities in India."

    Karen J. Hulting, Medtronic, Minneapolis, MN – "For incredible contributions and management in statistical strategies and attribute applied sciences within the medical paraphernalia industry; for excellence in mentoring and schooling in system and measurement gadget qualification, control, and monitoring; and for serving ASQ through certification, conference, and technical community actions."

    Kandy Samy, Microsoft Corp., Redmond, WA – "For awesome contributions setting up, merchandising, and inspiring the advancement of first-rate practices across international expertise organizations; using enterprise manner transformation and enterprise records administration to grow more income, exceed consumer pride, and multiply operational efficiency; for the evolution of ingenious software of fine strategies; and for prompting the evolution of others through mentoring, working towards, and persistent usher to the Society as a speaker, author, contributor, and chief."

    Leonard D. Shifflett, LDS noteworthy options, LLC, Cedar Park, TX – "For incredible management in the implementation and execution of efficient nice management methods and supply chain exceptional systems; for uplifting best certified to pursue first-class advantage, advantage, and ASQ certifications; and for volunteering to assist ASQ as a contributing e-book author, participation in steering committees, and instructing ASQ certification classes."

    Theresa L. Utlaut, Intel supplier, Hillsboro, OR – "For wonderful management and accomplishments in imposing first-rate and procedure improvement tasks; for magnificent dedication to the construction and instructing of classes; for bizarre dedication whereas mentoring others; and for the passionate promoting of satisfactory and statistics."

    Nikhil (Nick) Vyas, institution of Southern California (USC), l. a., CA – "For dazzling leadership in imposing supply chain first-class systems, leap forward system advancements, and paraphernalia for customers in healthcare, provider, militia, retail, and government; for leading LED in imposing its global strategy to carry greater value to its removed places individuals and the companies they serve; and for creating gaunt enterprise options for perennial improvement initiatives and learning."

    Kevin White, Eastman, Kingsport, TN – "For brilliant provider to the ASQ Chemical and procedure Industries Division and the descend Technical convention; for statistical leadership in business; and for promoting the ideas and purposes of statistical considering, understanding adaptation, procedure skill, and dimension methods evaluation through employer practicing classes, conference displays, and publications."

    About ASQ ASQ is the leading membership association to abet first-class authorities obtain their career dreams and power excellence through exceptional in their businesses and industries.

    ASQ gives advantage, expertise, networks, and options to a worldwide membership of people and companies spanning more than a hundred and forty nations. ASQ turned into headquartered in 1946 and is headquartered in Milwaukee, Wis., united states.

     

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