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Exam Number : CMQ-OE
Exam Name : Manager of Quality/Organizational Excellence Certification
Vendor Name : ASQ
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CMQ-OE exam Format | CMQ-OE Course Contents | CMQ-OE Course Outline | 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 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 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 course 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 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 course 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 exam 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 genuine 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 Boost 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, Boost 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 Boost 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 Boost 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 examIdentify 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 Boost 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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Nobel prize-winning creator Kenzaburo Oe dies | Killexams.com Resources

The creator's gold standard-accepted works consist of Hiroshima Notes and The Silent Cry

The Nobel Prize-profitable jap creator Kenzaburo Oe has died at the age of 88.

Strongly influenced via French and American literature, he became widespread for his potent bills of the atomic bombing of Japan and dealing with his son, who has researching difficulties.

He received the Nobel Literature Prize in 1994, with judges praising his "darkly poetic" novels for their "disconcerting image of the human crisis".

His death, on 3 March, became because of old age, his writer Kodansha observed.

Born in a village on Japan's southern island of Shikoku, Oe got here from a household of filthy rich landowners who lost most of their property because of a land reform imposed after the second World warfare.

Oe changed into 10 when the warfare ended, and his adolescence become overshadowed through the battle.

in school, he become asked if he was willing to die for the Emperor each day, and he remembered feeling shame in bed at night when he determined that he wasn't.

After Japan's deliver up in 1945, he grew to be serious about the democratic principles espoused with the aid of the occupying forces, and later became a fierce critic of what he called Japan's armed forces and financial aggression.

"The humiliation took a firm grip on him and has coloured lots of his work," the Swedish Academy referred to. "He himself describes his writing as a way of exorcising demons," with his novels commonly depicting a world knocked off its axis by way of darkish, stressful forces.

Oe turned into a fierce critic of post-battle consumerism in Japan

Oe entered the university of Tokyo in 1954, where he studied French literature and commenced writing plays.

by the point he graduated in 1959, he had already made his literary debut with The seize, about an American pilot who changed into shot down and imprisoned via rural jap villagers.

The story gained the celebrated Akutagawa prize for brand new writers, with Oe hailed as the most promising young author considering that Mishima Yukio. It became later became into a film by way of Nagisa Oshima.

He attracted overseas acclaim within the 1960s with Hiroshmia Notes, a range of essays in regards to the victims of the atomic bomb, and the valiant efforts of people who cared for them.

At his request, it was posted on the same day as Kojinteki-na taiken (a personal rely), a darkly humorous account of a new father's battle to accept the birth of his mind-damaged child.

It was inspired by using his personal life. In 1963, Oe's son Hikari was born with a mind hernia and the ensuing surgical procedure left him with researching difficulties.

He pointed out the two books have been inextricably linked.

"i wanted to re-construct myself, my household, so i wanted to agree with the Hiroshima people who desired to re-assemble their lives after the catastrophe," he defined.

"i used to be always inspired with the aid of the doctors at Hiroshima combating in opposition t their death."

As a young person, Oe had develop into deeply involved in the radical student circulation, and his writings frequently angered the political establishment.

The murder of the Chairman of Japan's Socialist celebration in 1960 by a correct-wing early life impressed two short experiences, which drew heavy criticism and threats of violence from right-wing organizations.

He became additionally sued for defamation over a passage in Okinawa Notes, during which he asserted that heaps of americans had been coerced into suicide by way of the eastern armed forces at the conclusion of World conflict Two, by means of telling them that advancing American troops would rape, torture and murder them.

The lengthy trial become seized upon by way of correct-wing politicians who desired references to the armed forces's involvement erased from faculty text books. but a choose ultimately concluded in Oe's favour in 2011, ruling that: "The military became deeply panic within the mass suicides."

Oe as soon as declared that Japan turned into, morally, a 3rd-world nation, and known as his vogue a insurrection towards "the sacred territory" of different jap writers, similar to Junichiro Tanizaki, Yasunari Kawabata and Yukio Mishima, "who reflect beauty and vigor of which Tokyo is the centre".

His vivid, aggressive works often highlighted the struggles of rural Japan, notably within the Silent Cry, an existentialist novel which tells the story of two brothers returning to their ancestral home after decades of separation.

in opposition t a backdrop of personal crises, one brother leads a rebel in opposition t "the Emperor of Supermarkets," a Korean delivered to Japan as a slave all over the battle, who desires to buy the household's property; whereas the other picks apart the secrets and techniques of his personal family unit's past.

"at the beginning glance it looks to subject an unsuccessful rebellion, but essentially the radical offers with people's relationships with every different in a complicated world through which advantage, passions, dreams, ambitions and attitudes merge into each other," talked about the Nobel Academy.

In later years, the theme of redemption grew to be greater well-known in his work. At across the same time, his son overcame his early difficulties and established himself as a successful composer.

Oe mentioned that in the end his writing changed into focused on a single subject. "i am writing concerning the dignity of human beings," he mentioned.

The creator organised a massive anti-nuclear rally in Tokyo 10 years in the past

He turned into nominated for the Nobel prize greater than as soon as, eventually successful in 1994.

"every time my identify changed into mentioned, i believed it become a comic story," the japanese novelist spoke of.

When the honour came, he observed the reaction become "total shock", adding: "i am someone who writes novels, and at the identical time i'm an individual who reads..

"i'm chuffed i used to be chosen."

His Nobel Prize changed into adopted via Japan's Order of way of life, however he refused to settle for it since it become awarded by using the Emperor, asserting: "I do not recognise any authority, any cost, bigger than democracy."

After the 2011 Fukushima nuclear accident, his opposition to the expertise grew even more desirable. He spoke of Japan had "a sacred duty" to renounce nuclear energy, and staged a mass rally in Tokyo in 2013.

The writer was married to Yukari, the sister of late movie director Juzo Itami, stated for his satires of up to date lifestyles, in 1960.

as well as Hikari, he leaves a daughter Natsumiko, and an additional son, Sakurao.

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