Certified Manager of     Quality/Organizational Excellence     Quality excellence to enhance your career     and boost you...
Education and/or Experience                                Quality Engineer, experience used to qualify for               ...
3. Organizational performance measurement                   2. Communications in a global economy                     IV Q...
6. Process capability                                        that diverse customer groups can have on all           Topics...
Levels of Cognition                                                                                                     Ba...
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Manager of quality organizational excellence certification


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Manager of quality organizational excellence certification

  1. 1. Certified Manager of Quality/Organizational Excellence Quality excellence to enhance your career and boost your organization’s bottom line 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.Certified Manager of Quality/Organizational ExcellenceThe Certified Manager of Quality/Organizational Excellence isa professional who leads and champions process-improvement Information and deployment initiatives, and helps develop measurement systems to determine organizational improvement.initiatives—everywhere from small businesses to multinational The Certified Manager of Quality/Organizational Excellencecorporations—that can have regional or global focus in a should be able to motivate and evaluate staff, manage projectsvariety of service and industrial settings. and human resources, analyze financial situations, determineA Certified Manager of Quality/Organizational Excellence and evaluate risk, and employ knowledge management toolsfacilitates and leads team efforts to establish and monitor and techniques in resolving organizational challenges.customer/supplier relations, supports strategic planningExaminationEach certification candidate is required to pass a writtenexamination that consists of multiple-choice questionsthat measure comprehension of the Body of Knowledge.The Manager of Quality/Organizational Excellenceexamination is a four-hour, two-part examination–150multiple-choice questions and two constructed-response(essay) questions. It is offered in English.
  2. 2. Education and/or Experience Quality Engineer, experience used to qualify for • Associate degree—two years waivedYou must have 10 years of on-the-job experience in certification in these fields applies to certification as a • Bachelor’s degree—four years waivedone or more of the areas of the Certified Manager of Manager of Quality/Organizational Excellence, as long as the 10-year minimum requirement is met. • Master’s or doctorate—five years waivedQuality/Organizational Excellence Body of Knowledge.A minimum of five years of this experience must be in Degrees or diplomas from educational institutions If you have completed a degree from a college,a decision-making position, defined as the authority to outside the United States must be equivalent to degrees university, or technical school with accreditationdefine, execute, or control projects/processes and to be from U.S. educational institutions. accepted by ASQ, part of the 10-year experienceresponsible for the outcome. This may or may not requirement will be waived (only one of these waivers For comprehensive exam information on Manager ofinclude management or supervisory positions. may be claimed): Quality/Organizational Excellence certification, visitIf you’ve been certified by ASQ as a Quality Auditor, • Diploma from a technical or trade school—one year www.asq.org/certification.Reliability Engineer, Software Quality Engineer, or will be waived Body of KnowledgeCertified Manager of Quality/Organizational ExcellenceThe topics in this new Body of Knowledge (BOK) include descriptive details (subtext) thatwill 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 identifyingspecific content within each topic that may be tested. The subtext is not intended to limitthe subject matter or be all-inclusive of what might be covered in an exam but is intendedto clarify how the topics relate to a manager’s role. The descriptor in parentheses at theend 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.I Leadership (25 Questions) C Teams and Team Processes B. Business Environment Analysis 1. Types of teams 1. SWOT analysisA. Organizational Structures and Culture Identify different types of teams (e.g., process Analyze an organization’s strengths, weaknesses, 1. Organizational structures improvement, self-managed, temporary/ad hoc, opportunities, and threats, and develop and Define and describe basic organizational work groups, cellular, special project) and their prioritize actions to take as a result. (Analyze) designs: matrix, flat, parallel, etc., as well purpose. (Understand) 2. Market forces as the management hierarchy and its influence in an organization. (Understand) 2. Stages of team development Define and describe various forces that Define and describe the classic stages of team drive strategic plans including entry of new 2. Organizational culture Define and describe characteristics of an development: forming, storming, norming, competitors, rivalry among existing competitors, organization that determine or underlie its performing. (Apply) threat of substitutes, bargaining power of buyers culture. (Understand) 3. Team-building techniques and suppliers, etc. (Apply)B. Leadership Challenges Apply basic team-building steps such as 3. Stakeholder analysis 1. Roles and responsibilities of leaders holding an introductory meeting in which team Identify and differentiate the needs of various Describe typical roles, responsibilities, and members share information about themselves, stakeholders to ensure alignment with the competencies of people in leadership positions using ice-breaker activities to enhance team organization’s strategic objectives. (Analyze) and how those attributes influence an membership, developing a common vision and 4. Technology organization’s direction and purpose. (Analyze) agreement on team objectives, identifying and Describe the effects that changes in technology assigning specific roles on the team, etc. (Apply) can have on strategy formation. (Understand) 2. Roles and responsibilities of managers Describe typical roles, responsibilities, and 4. Team roles and responsibilities 5. Internal capability analysis competencies of people in management Define and describe typical roles related to team Describe the effects an organization’s internal positions and how those attributes contribute support and effectiveness (e.g., facilitator, leader, capabilities (e.g., human resources, capacity, to an organization’s success. (Analyze) process owner, champion, project manager, operational capabilities, etc.) can have on contributor, etc.) and responsibilities with regard strategy formation. (Understand) 3. Change management to various group dynamics, such as recognizing Use various change management strategies to hidden agendas, handling distractions and 6. Legal and regulatory factors overcome organizational roadblocks and achieve disruptive behavior, keeping on task, etc. Define and describe legal and regulatory desired change levels, and review outcomes for (Analyze) factors that can influence strategy formation. effectiveness. (Evaluate) (Understand) 5. Team performance and evaluation 4. Motivating, influencing, negotiating, resolving C. Strategic Plan Deployment Evaluate teams in relation to established goals Apply techniques that support and sustain 1. Action plans and objectives and determine when, why, and employee enthusiasm, and implement strategies Identify basic characteristics of tactics (e.g., how to reward teams and celebrate their success. that enable parties with different or opposing specific, measurable/quantifiable, timely, linked (Evaluate) outlooks to recognize common goals and work to strategic objective, etc.) for translating strategic together to achieve them. (Create) D. ASQ Code of Ethics objectives into action, and determine whether Identify and apply behaviors and actions that proposed plans meet these criteria. (Evaluate) 5. Empowerment comply with this code. (Apply) Apply various techniques to empower individuals 2. Resource allocation and deployment and teams, identify typical obstacles to empower- II Strategic Plan Development Evaluate current resources to ensure they are ment and appropriate strategies for overcoming and Deployment (15 Questions) available and deployed in support of strategic them, and distinguish between various techniques A. Strategic Planning Models initiatives. Identify and eliminate administrative used to achieve empowerment, such as job Define, describe, and use basic elements of barriers to new initiatives. Ensure that all enrichment and job enlargement, job design systematic strategic planning models, including stakeholders understand the plan and have the and job tasks, etc. (Apply how mission, vision, and guiding principles relate skills necessary to carry out their responsibilities. to the plan. (Apply) Identify advocates/cheerleaders for the plan and assign them initial activities and ) leadership roles. (Evaluate)
  3. 3. 3. Organizational performance measurement 2. Communications in a global economy IV Quality Management Tools (28 Questions) Design and use performance measures to drive Identify key challenges of communicating across A. Problem-Solving Tools and monitor organizational performance, and different time zones, cultures, languages, and 1. The seven classic quality tools evaluate the results in relation to the plan. business practices, and identify ways of Select, interpret, and apply these tools (Pareto (Create) overcoming them. (Understand) charts, cause and effect diagrams, flowcharts, 4. Quality function in strategic deployment 3. Communications and technology control charts, check sheets, scatter diagrams, Represent the quality function in support of Identify how technology has affected histograms) in various situations. (Create) strategic plan deployment, and ensure that the communications, including improved 2. Basic management and planning tools voice of the customer is addressed throughout information availability, its negative influence Select, interpret, and apply these tools (affinity the process. (Create) on interpersonal communications, the new diagrams, tree diagrams, process decision etiquette for electronic communications, etc.III Management Elements and Methods program charts (PDPCs), matrix diagrams, Use appropriate communication methods to interrelationship digraphs, prioritization matrices, (32 Questions) deliver different kinds of messages in a variety activity network diagrams) in various situations.A. Management Skills and Abilities of situations. (Analyze) (Evaluate) 1. Principles of management C. Project Management Define and apply basic management 3. Process improvement tools 1. Project management tools Select, interpret, and apply tools such as root- principles (e.g., planning, leading, delegating, Use benefit-cost analysis, potential return on controlling, organizing, staffing, etc.) in cause analysis, PDCA, Six Sigma DMAIC model, investment (ROI), estimated return on assets failure mode and effects analysis (FMEA), various situations. (Apply) (ROA), net present value (NPV), internal rate statistical process control (SPC), in various 2. Management theories, styles, and tools of return (IRR), portfolio analysis, risk assessment, situations. (Evaluate) Define and describe classic studies such as etc., to analyze project risk, feasibility, and MacGregor’s Theory X and Y, Ouchi’s Theory priority. (Analyze) [NOTE: Calculations for ROI 4. Innovation and creativity tools Z, Herzberg’s two-factor theory, and other and ROA are covered in III. A. 5. ] Use various techniques and exercises for theories of management style, and describe creative decision making and problem solving, 2. Project planning and estimation tools including brainstorming, mind mapping, lateral how management styles are influenced by Use tools such as critical path method (CPM), thinking, critical thinking, design for Six Sigma organization size, industry sector, competitive Gantt chart, PERT, work breakdown structure (DFSS), etc. (Apply) position, etc. Identify basic elements of behavior (WBS), activity network diagram (AND), etc., to tools used by managers such as the Myers- 5. Cost of quality (COQ) plan projects and estimate related costs. (Apply) Briggs type indicator, the dominance, influence, Define and distinguish between prevention, steadiness, conscientiousness (DiSC) model, 3. Measure and monitor project activity appraisal, internal, and external failure cost etc. (Apply) Use tools such as cost variance analysis, categories and the impact that changes in one milestones, actual vs. planned budgets, etc., category will have on the others. (Evaluate) 3. Interdependence of functional areas Describe the interdependence of an organiza- to monitor project activity against project B. Process Management tion’s departments or functional areas such as plan. (Evaluate) 1. Process goals human resources (HR), engineering, sales, 4. Project documentation Describe how process goals are established, marketing, finance, research and development Use written procedures, project summaries, monitored, and measured and what impact they (R&D), purchasing, information technology (IT), lessons learned, etc., to document projects. will have on product or service quality. (Evaluate) logistics, production, service, etc. (Understand) (Apply) 2. Process analysis 4. Human resources (HR) management D. Quality System Use process mapping, flowcharting, and other Use basic HR management techniques for 1. Quality mission and policy visual aids to analyze a process and compare it employee selection and professional development Develop and monitor the quality mission to written procedures, work instructions, and including coaching, setting goals and objectives, and policy and ensure alignment with the other documents. (Evaluate) conducting performance evaluations, developing organization’s broader mission. (Create) 3. Lean tools recognition programs, etc., and ensure that 2. Quality planning, deployment, and Identify and apply lean tools and processes such quality responsibilities are present in job documentation as cycle-time reduction, 5 Ss, just-in-time (JIT), descriptions throughout the organization. (Apply) Develop and deploy the quality plan and ensure kanban, value streams, etc. (Understand) 5. Financial management that it is documented and accessible throughout 4. Theory of constraints (TOC) Read, interpret, and use various finance tools the organization. (Create) Define key concepts of TOC including local including income statements, balance sheets, 3. Quality system effectiveness vs. system optimization, physical vs. policy product/service cost structures, etc. Manage Use various tools to evaluate the effectiveness constraints, throughput, etc., and classify various budgets, calculate return on investments (ROI) of the quality system, including balanced types of constraints such as finite resources, or assets (ROA), and use the language of increased expectations, etc. (Understand) scorecard, skip-level meetings, management cost/profitability to communicate with senior reviews, internal audits, feedback from C. Measurement: Assessment and Metrics management. (Analyze) internal and external customers, warranty 1. Basic statistical use 6. Risk management data, traceability and product recall process Use techniques such as the goal-question-metric Describe and use basic techniques for risk reviews, etc. (Evaluate) (GQM) model and others to identify when, what, identification, control, and mitigation. (Apply) and how to measure projects and processes. E. Quality Models and Theories 7. Knowledge management 1. MBNQA Criteria for Performance Excellence Describe how metrics and data gathering Use knowledge management techniques to Define and describe how the Malcolm Baldrige methods affect people and vice versa. (Apply) identify and collect internal knowledge (core National Quality Award (MBNQA) criteria are 2. Sampling competencies) and best practices, to understand used as a management model in support of Define and describe basic sampling techniques and share lessons learned, and to adapt and use performance excellence. (Apply) (e.g., random, stratified, etc.) and when such knowledge in new situations. Identify typical sampling is appropriate. (Understand) organizational hurdles that must be overcome in 2. ISO and other third-party standards order to implement these techniques. (Apply) Define and describe how ISO standards 3. Statistical analysis can be used to support quality management Apply basic statistical techniques (e.g.,B. Communication Skills and Abilities systems. (Understand) measures of central tendency, range, variance, 1. Communication basics types of distribution, check sheet output) to data Define communication and its role in 3. Other quality methodologies Describe and differentiate programs such as total sets, charts, and other data summaries to monitor organizations, including characteristics of a processes and make data-based decisions. conducive communication environment and quality management (TQM), continuous quality improvement (CQI), Six Sigma, benchmarking, (Evaluate) [NOTE: Statistical process control (SPC) what factors inhibit communication. Describe applications are covered in IV. A. 3.] nonverbal communication factors and what they etc. (Apply) convey. Use interpersonal skills (e.g., empathy, 4. Quality philosophies 4. Trend and pattern analysis tact, open-mindedness, friendliness, etc.) and Define and describe the basic methodologies and Read and interpret data sets, graphs, charts, techniques (e.g., clear writing, active listening, theories proposed by quality leaders such as etc., and identify various trends such as cyclical, open- and closed-questioning, etc.) to support Deming, Juran, Crosby, Feigenbaum, Ishikawa, seasonal, environmental, etc., and patterns such effective communication. (Apply) and others. (Apply) as shifts, etc. (Evaluate) 5. Theory of variation Differentiate between common and special causes of variation. (Analyze)
  4. 4. 6. Process capability that diverse customer groups can have on all Topics for the Constructed-Response (Essay) Determine the capability of a process in terms aspects of product and service development and of Cp and Cpk indices. (Evaluate) delivery. (Evaluate) Portion of the Certified Manager of 7. Reliability and validity Quality/Organizational Excellence Exam VI Supply Chain Management (15 Questions) Use measurement theories of reliability and Candidates will be presented with three open-ended A. Supplier Selection questions from which they can select the two that they validity (including content-, construct-, and Define and develop selection criteria such as prefer to answer. Candidates will have 45 minutes in criterion-based measures) to guide the rating programs, external certification standards, which to write responses to the two chosen situations. development of survey instruments and to support etc., and identify and manage their impact on Prior to the start of the constructed-response portion inferences about the data gathered by them. various internal processes of the organization. of the exam, candidates will be given five minutes to (Analyze) (Evaluate) review and select their situations. Candidates may 8. Qualitative assessment B. Supplier Communications split their time spent on the problems as they like. Identify subjective measures (e.g., verbatim Design and implement techniques for Their responses will be graded on their knowledge comments from customers, observation records, communicating with suppliers including scheduled of quality management as it relates to the content focus group output) and how they differ from meetings, routine and emergency reporting areas listed below and in the following skills and objective measures, and determine when procedures, presenting explicit expectations, abilities: communication, critical-thinking, personnel measurements should be made in categories confirming awareness of criticality, etc. (Create) management, general management. rather than in terms of numeric value. (Analyze) C. Supplier Performance CR-1. Leadership 9. Survey analysis and use Define and describe common measures of supplier Demonstrate knowledge of the quality manager’s Analyze survey results and ensure that they are performance (e.g., quality, price, delivery, service role in organizational leadership and as quality interpreted and used correctly. (Analyze) levels) and metrics (e.g., defect rates, functional champion and customer advocate. Deploy changeV Customer-Focused Organizations performance, timeliness, responsiveness, availability agent strategies in support of organization-wide (20 Questions) of technical support). (Create) continuous improvement efforts. Develop teams andA. Customer Identification and Segmentation D. Supplier Improvement participate on them in various roles. 1. Internal customers Design and conduct supplier audits, evaluate CR-2. Strategy Development and Deployment Define and describe the impact an organization’s corrective and preventive action plans, provide Develop and maintain organizational focus on the treatment of internal customers will have on feedback, and monitor for process improvement. importance of quality and performance excellence. external customers, and develop methods for (Create) Create quality policies and procedures in support of energizing internal customers to improve E. Supplier Certification, Partnerships, and Alliances the strategic plan, and integrate those policies and products, processes, and services. (Evaluate) Design and implement supplier certification processes into the tactics developed to support the 2. External customers programs, including process reviews and strategic plan. Define and describe external customers and performance evaluations, and identify strategies CR-3. Management their impact on products and services, and for developing customer-supplier partnerships and Demonstrate management abilities in human develop strategies for working with them to alliances. (Evaluate) resources, financial, risk, and knowledge improve products, services, and internal F. Supplier Logistics management applications. Use effective processes. (Evaluate) Describe the impact purchased products and communication methods in various situations toB. Customer Relationship Management services have on final product assembly or total support continuous improvement efforts. Select 1. Customer needs service package, including ship-to-stock, just-in-time and use appropriate tools and methodologies to Use various tools and techniques to identify and (JIT), etc. (Understand) plan, implement, and evaluate projects. Develop, prioritize customer needs and expectations, deploy, and evaluate quality plans that can be including the voice of the customer, house of VII Training and Development (15 Questions) used throughout the organization. Evaluate and quality, quality function deployment (QFD), focus A. Training Plans recommend appropriate quality models or systems groups, customer surveys, etc. (Analyze) Develop and implement training plans that are to implement in various situations. aligned with the organization’s strategic plan and CR-4. Customer Focus 2. Customer satisfaction and loyalty general business needs. (Apply) Identify and segment customers using a variety Develop systems to capture customer perceptions and experiences using a variety B. Needs Analysis of criteria and tools. Identify and prioritize product of feedback mechanisms (e.g., complaints, Use various tools and techniques to develop and or service design and development on the basis surveys, interviews, guarantee/warranty data), implement training needs analysis. (Apply) of customer requirements and feedback. Solicit and use customer value analysis, corrective customer input proactively and combine with C. Training Materials/Curriculum Development market analysis and other research to achieve actions, etc., to measure and improve and Delivery satisfaction. Describe ways of measuring the organizational goals, etc. Use customer expectations Use various tools, resources, and methodologies and feedback to manage continuous improvement value of existing customers and the financial to develop training materials and curricula that impact of losing customers. (Create) projects. address adult learning principles and the learning 3. Basic customer service principles needs of an increasingly diverse work force. CR-5. Supplier Management Describe and develop strategies for deploying Describe various methods to deliver training, Develop and implement supplier management and supporting principles such as courtesy, including classroom style, workbooks, simulations, systems from selection process through partnership politeness, smiles, attention to detail, rapid on-the-job, self-directed, etc. (Apply) agreements. Identify methods for assessing supplier response, etc. (Apply) performance at various levels of customer-supplier D. Training Effectiveness and Evaluation relationships. 4. Multiple and diverse customer management Describe and implement various ways of measuring Establish and monitor priorities to avoid and training effectiveness, including customer feedback CR-6. Training and Development resolve conflicting customer requirements and from training sessions, end-of-course test results, Demonstrate knowledge and ability in developing, demands, and develop methods and systems for on-the-job behavior/performance change, implementing, and evaluating needs assessment, managing capacity and resources to meet the departmental or area performance improvements. training delivery methods, and outcomes of training needs of multiple customers. Describe the impact (Apply) efforts.
  5. 5. Levels of Cognition Based on Bloom’s Taxonomy—Revised (2001) In addition to content specifics, the subtext for each topic in this BOK also indicates the intended complexity level of the test questions for that topic. These levels are based on “Levels of Cognition” (from Bloom’s Taxonomy—Revised, 2001) and are presented below in rank order, from least complex to most complex. Remember (Knowledge Level) Recall or recognize terms, definitions, facts, ideas, materials, patterns, sequences, methods, principles, etc. Understand (Comprehension Level) Read and understand descriptions, communications, reports, tables, diagrams, directions, regulations, etc. Apply (Application Level) Know when and how to use ideas, procedures, methods, formulas, principles, theories, etc. Analyze (Analysis Level) Break down information into its constituent parts and recognize their relationship to one another and how they are organized; identify sublevel factors or salient data from a complex scenario. Evaluate (Evaluation Level) Make judgments about the value of proposed ideas, solutions, etc., by comparing the proposal to specific criteria or standards. Create (Synthesis Level) Put parts or elements together in such a way as to reveal a pattern or structure not clearly there before; identify which data or information from a complex set are appropriate to examine further or from which supported conclusions can be drawn. Visit www.asq.org/certification for complete certification information.Enhance your career with ASQ certification today!Visit www.asq.org/certification for additionalcertification information including:• Applications• Available certifications and international language options• Reference materials• Study guides and test-taking tips• Comprehensive exam information• ASQ Sections• International contacts• EndorsementsItem B0070