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CMQ-EN Information C ER TI FI ED M A N A G ER O F Q U A LI TY / O RG A N IZ A TI O N A L EX C EL LE N C E Certification from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career, and boosts your ...

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Information C ER TI FI ED M A N A G ER O F Q U A LI TY / O RG A N IZ A TI O N A L EX C EL LE N C E Certification from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career, and boosts your organization’s bottom line through your mastery of quality skills. Becoming certified as a Manager of Quality/Organizational Excellence confirms your commitment to quality and the positive impact it will have on your organization. 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. Certified Manager of Quality/Organizational Excellence Proof of Professionalism Proof of professionalism may be demonstrated in one of three ways: • Membership in ASQ, an international affiliate society of ASQ, or another society that is a member of the American Association of Engineering Societies or the Accreditation Board for Engineering and Technology. • Registration as a Professional Engineer. • The signatures of two persons—ASQ members, members of an international affiliate society, or members of another recognized professional society— verifying that you are a qualified practitioner of the quality sciences. Examination Each certification candidate is required to pass a written examination that consists of multiple-choice questions that measure comprehension of the Body of Knowledge. The Manager of Quality/Organizational Excellence examination is a four-hour, two-part examination–150 multiple-choice questions and two constructed-response (essay) questions. It is offered in English. Certified Manager of Quality/Organizational Excellence Quality excellence to enhance your career and boost your organization’s bottom line Education and/or Experience You must have 10 years of on-the-job experience in one or more of the areas of the Certified Manager of Quality/Organizational Excellence Body of Knowledge. A minimum of five years of this experience must be in a decision-making position, defined as the authority to define, execute, or control projects/processes and to be responsible for the outcome. This may or may not include management or supervisory positions. If you’ve been certified by ASQ as a Quality Auditor, Reliability Engineer, Software Quality Engineer, or Quality Engineer, experience used to qualify for certification in these fields applies to certification as a Manager of Quality/Organizational Excellence, as long as the 10-year minimum requirement is met. If you have completed a degree from a college, university, or technical school with accreditation accepted by ASQ, part of the 10-year experience requirement will be waived (only one of these waivers may be claimed): • Diploma from a technical or trade school—one year will be waived • Associate degree—two years waived • Bachelor’s degree—four years waived • Master’s or doctorate—five years waived Degrees or diplomas from educational institutions outside the United States must be equivalent to degrees from U.S. educational institutions. For comprehensive exam information on Manager of Quality/Organizational Excellence certification, visit www.asq.org/certification . I Leadership (25 Questions) A. Organizational Structures and Culture 1. Organizational structures Define and describe basic organizational designs: matrix, flat, parallel, etc., as well as the management hierarchy and its influence in an organization. (Understand) 2. Organizational culture Define and describe characteristics of an organization that determine or underlie its culture. (Understand) B. Leadership Challenges 1. Roles and responsibilities of leaders Describe typical roles, responsibilities, and competencies of people in leadership positions and how those attributes influence an organization’s direction and purpose. (Analyze) 2. Roles and responsibilities of managers Describe typical roles, responsibilities, and competencies of people in management positions and how those attributes contribute to an organization’s success. (Analyze) 3. Change management Use various change management strategies to overcome organizational roadblocks and achieve desired change levels, and review outcomes for effectiveness. (Evaluate) 4. Motivating, influencing, negotiating, resolving Apply techniques that support and sustain employee enthusiasm, and implement strategies that enable parties with different or opposing outlooks to recognize common goals and work together to achieve them. (Create) 5. Empowerment Apply various techniques to empower individuals and teams, identify typical obstacles to empower- ment and appropriate strategies for overcoming them, and distinguish between various techniques used to achieve empowerment, such as job enrichment and job enlargement, job design and job tasks, etc. (Apply) C Teams and Team Processes 1. Types of teams Identify different types of teams (e.g., process improvement, self-managed, temporary/ad hoc, work groups, cellular, special project) and their purpose. (Understand) 2. Stages of team development Define and describe the classic stages of team development: forming, storming, norming, performing. (Apply) 3. Team-building techniques Apply basic team-building steps such as holding an introductory meeting in which team members share information about themselves, using ice-breaker activities to enhance team membership, developing a common vision and agreement on team objectives, identifying and assigning specific roles on the team, etc. (Apply) 4. Team roles and responsibilities Define and describe typical roles related to team support and effectiveness (e.g., facilitator, leader, process owner, champion, project manager, contributor, etc.) and responsibilities with regard to various group dynamics, such as recognizing hidden agendas, handling distractions and disruptive behavior, keeping on task, etc. (Analyze) 5. Team performance and evaluation Evaluate teams in relation to established goals and objectives and determine when, why, and how to reward teams and celebrate their success. (Evaluate) D. ASQ Code of Ethics Identify and apply behaviors and actions that comply with this code. (Apply) II Strategic Plan Development and Deployment (15 Questions) A. Strategic Planning Models Define, describe, and use basic elements of systematic strategic planning models, including how mission, vision, and guiding principles relate to the plan. (Apply) B. Business Environment Analysis 1. SWOT analysis Analyze an organization’s strengths, weaknesses, opportunities, and threats, and develop and prioritize actions to take as a result. (Analyze) 2. Market forces Define and describe various forces that drive strategic plans including entry of new competitors, rivalry among existing competitors, threat of substitutes, bargaining power of buyers and suppliers, etc. (Apply) 3. Stakeholder analysis Identify and differentiate the needs of various stakeholders to ensure alignment with the organization’s strategic objectives. (Analyze) 4. Technology Describe the effects that changes in technology can have on strategy formation. (Understand) 5. Internal capability analysis Describe the effects an organization’s internal capabilities (e.g., human resources, capacity, operational capabilities, etc.) can have on strategy formation. (Understand) 6. Legal and regulatory factors Define and describe legal and regulatory factors that can influence strategy formation. (Understand) C. Strategic Plan Deployment 1. Action plans Identify basic characteristics of tactics (e.g., specific, measurable/quantifiable, timely, linked to strategic objective, etc.) for translating strategic objectives into action, and determine whether proposed plans meet these criteria. (Evaluate) 2. Resource allocation and deployment Evaluate current resources to ensure they are available and deployed in support of strategic initiatives. Identify and eliminate administrative Body of KnowledgeCertified Manager of Quality/Organizational Excellence The topics in this new Body of Knowledge (BOK) include descriptive details (subtext) that will be used by the Exam Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the exam by identifying specific content within each topic 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 exam but is intended to clarify how the topics relate to a manager’s role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the topic will be tested. A complete description of cognitive levels is provided at the end of this document. barriers to new initiatives. Ensure that all stakeholders understand the plan and have the skills necessary to carry out their responsibilities. Identify advocates/cheerleaders for the plan and assign them initial activities and leadership roles. (Evaluate) 3. Organizational performance measurement Design and use performance measures to drive and monitor organizational performance, and evaluate the results in relation to the plan. (Create) 4. Quality function in strategic deployment Represent the quality function in support of strategic plan deployment, and ensure that the voice of the customer is addressed throughout the process. (Create) III Management Elements and Methods (32 Questions) A. Management Skills and Abilities 1. Principles of management Define and apply basic management principles (e.g., planning, leading, delegating, controlling, organizing, staffing, etc.) in various situations. (Apply) 2. Management theories, styles, and tools Define and describe classic studies such as MacGregor’s Theory X and Y, Ouchi’s Theory Z, Herzberg’s two-factor theory, and other theories of management style, and describe how management styles are influenced by organization size, industry sector, competitive position, etc. Identify basic elements of behavior tools used by managers such as the Myers- Briggs type indicator, the dominance, influence, steadiness, conscientiousness (DiSC) model, etc. (Apply) 3. Interdependence of functional areas Describe the interdependence of an organiza- tion’s departments or functional areas such as human resources (HR), engineering, sales, marketing, finance, research and development (R&D), purchasing, information technology (IT), logistics, production, service, etc. (Understand) 4. Human resources (HR) management Use basic HR management techniques for employee selection and professional development including coaching, setting goals and objectives, conducting performance evaluations, developing recognition programs, etc., and ensure that quality responsibilities are present in job descriptions throughout the organization. (Apply) 5. Financial management Read, interpret, and use various finance tools including income statements, balance sheets, product/service cost structures, etc. Manage budgets, calculate return on investments (ROI) or assets (ROA), and use the language of cost/profitability to communicate with senior management. (Analyze) 6. Risk management Describe and use basic techniques for risk identification, control, and mitigation. (Apply) 7. Knowledge management Use knowledge management techniques to identify and collect internal knowledge (core competencies) and best practices, to understand and share lessons learned, and to adapt and use such knowledge in new situations. Identify typical organizational hurdles that must be overcome in order to implement these techniques. (Apply) B. Communication Skills and Abilities 1. Communication basics Define communication and its role in organizations, including characteristics of a conducive communication environment and what factors inhibit communication. Describe nonverbal communication factors and what they convey. Use interpersonal skills (e.g., empathy, tact, open-mindedness, friendliness, etc.) and techniques (e.g., clear writing, active listening, open- and closed-questioning, etc.) to support effective communication. (Apply) 2. Communications in a global economy Identify key challenges of communicating across different time zones, cultures, languages, and business practices, and identify ways of overcoming them. (Understand) 3. Communications and technology Identify how technology has affected communications, including improved information availability, its negative influence on interpersonal communications, the new etiquette for electronic communications, etc. Use appropriate communication methods to deliver different kinds of messages in a variety of situations. (Analyze) C. Project Management 1. Project management tools Use benefit-cost analysis, potential return on investment (ROI), estimated return on assets (ROA), net present value (NPV), internal rate of return (IRR), portfolio analysis, risk assessment, etc., to analyze project risk, feasibility, and priority. (Analyze) [NOTE: Calculations for ROI and ROA are covered in III. A. 5. ] 2. Project planning and estimation tools Use tools such as critical path method (CPM), Gantt chart, PERT, work breakdown structure (WBS), activity network diagram (AND), etc., to plan projects and estimate related costs. (Apply) 3. Measure and monitor project activity Use tools such as cost variance analysis, milestones, actual vs. planned budgets, etc., to monitor project activity against project plan. (Evaluate) 4. Project documentation Use written procedures, project summaries, lessons learned, etc., to document projects. (Apply) D. Quality System 1. Quality mission and policy Develop and monitor the quality mission and policy and ensure alignment with the organization’s 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 Use various tools to evaluate the effectiveness of the quality system, including balanced scorecard, skip-level meetings, management reviews, internal audits, feedback from internal and external customers, warranty data, traceability and product recall process reviews, etc. (Evaluate) E. Quality Models and Theories 1. MBNQA Criteria for Performance Excellence Define and describe how the Malcolm Baldrige National Quality Award (MBNQA) criteria are used as a management model in support of performance excellence. (Apply) 2. ISO and other third-party standards Define and describe how ISO standards can be used to support quality management systems. (Understand) 3. Other quality methodologies Describe and differentiate programs such as total quality management (TQM), continuous quality improvement (CQI), Six Sigma, benchmarking, etc. (Apply) 4. Quality philosophies Define and describe the basic methodologies and theories proposed by quality leaders such as Deming, Juran, Crosby, Feigenbaum, Ishikawa, and others. (Apply) IV Quality Management Tools (28 Questions) A. Problem-Solving Tools 1. The seven classic quality tools Select, interpret, and apply these tools (Pareto charts, cause and effect diagrams, flowcharts, control charts, check sheets, scatter diagrams, histograms) in various situations. (Create) 2. Basic management and planning tools Select, interpret, and apply these tools (affinity diagrams, tree diagrams, process decision program charts (PDPCs), matrix diagrams, interrelationship digraphs, prioritization matrices, activity network diagrams) in various situations. (Evaluate) 3. Process improvement tools Select, interpret, and apply tools such as root- cause analysis, PDCA, Six Sigma DMAIC model, failure mode and effects analysis (FMEA), statistical process control (SPC), in various situations. (Evaluate) 4. Innovation and creativity tools Use various techniques and exercises for creative decision making and problem solving, including brainstorming, mind mapping, lateral thinking, critical thinking, design for Six Sigma (DFSS), etc. (Apply) 5. Cost of quality (COQ) Define and distinguish between prevention, appraisal, internal, and external failure cost categories and the impact that changes in one category will have on the others. (Evaluate) B. Process Management 1. Process goals Describe how process goals are established, monitored, and measured and what impact they will have on product or service quality. (Evaluate) 2. Process analysis Use process mapping, flowcharting, and other visual aids to analyze a process and compare it to written procedures, work instructions, and other documents. (Evaluate) 3. Lean tools Identify and apply lean tools and processes such as cycle-time reduction, 5 Ss, just-in-time (JIT), kanban, value streams, etc. (Understand) 4. Theory of constraints (TOC) Define key concepts of TOC including local vs. system optimization, physical vs. policy constraints, throughput, etc., and classify various types of constraints such as finite resources, increased expectations, etc. (Understand) C. Measurement: Assessment and Metrics 1. Basic statistical use Use techniques such as the goal-question-metric (GQM) model and others to identify when, what, and how to measure projects and processes. Describe how metrics and data gathering methods affect people and vice versa. (Apply) 2. Sampling Define and describe basic sampling techniques (e.g., random, stratified, etc.) and when sampling is appropriate. (Understand) 3. Statistical analysis Apply basic statistical techniques (e.g., measures of central tendency, range, variance, types of distribution, check sheet output) to data sets, charts, and other data summaries to monitor processes and make data-based decisions. (Evaluate) [NOTE: Statistical process control (SPC) applications are covered in IV. A. 3.] 4. Trend and pattern analysis Read and interpret data sets, graphs, charts, etc., and identify various trends such as cyclical, seasonal, environmental, etc., and patterns such as shifts, etc. (Evaluate) 5. Theory of variation Differentiate between common and special causes of variation. (Analyze) 6. Process capability Determine the capability of a process in terms of Cp and Cpk indices. (Evaluate) 7. Reliability and validity Use measurement theories of reliability and validity (including content-, construct-, and criterion-based measures) to guide the development of survey instruments and to support inferences about the data gathered by them. (Analyze) 8. Qualitative assessment Identify subjective measures (e.g., verbatim comments from customers, observation records, focus group output) and how they differ from objective measures, and determine when measurements should be made in categories rather than in terms of numeric value. (Analyze) 9. Survey analysis and use Analyze survey results and ensure that they are interpreted and used correctly. (Analyze) V Customer-Focused Organizations (20 Questions) A. Customer Identification and Segmentation 1. Internal customers Define and describe the impa
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