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1. CQE EXAM
PREPARATION COURSE
Part 1
Management and Leadership
By :
Eng : Hosam Abd El-Galeil

2. Chapter 1 A. Quality Philosophies and Foundations
Chapter 2 B. The Quality Management System
Chapter 3 C. ASQ Code of Ethics for Professional Conduct
Chapter 4 D. Leadership Principles and Techniques
Chapter 5 E. Facilitation Principles and Techniques
Chapter 6 F. Communication Skills
Chapter 7 G. Customer Relations
Chapter 8 H. Supplier Management
Chapter 9 I. Overcoming Barriers to Quality Improvement
Content

3. Objective :
Chapter 9
I. Overcoming Barriers to
Quality Improvement
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.
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4. Twelve Obstacles To Implementing Quality
1- Lack of Time to Devote to Quality Initiatives
Frequently, managers are too busy with their regular activities to take on an
additional activity such as quality.
Initially, senior management must provide time for employees to devote to
the quality initiative.
Once a program is well established, the quality activity will become part of
the employee’s activities.
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5. 2- Poor Intraorganizational Communication
All organizations communicate with their employees in one manner or another.
Communications deliver the organizations values, expectations, and directions,
provide information about developments, and allow feedback from all levels.
The organization must encourage and provide the means for two-way
communication so that information flows up as well as down the ladder.
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3- Lack of Real Employee Empowerment
Too often, empowerment is merely lip service.
Individuals should be empowered to make decisions that affect the efficiency of
their process or the satisfaction of their customers.
Teams need to have the proper training and, at least in the beginning, a facilitator.

6. 4- Lack of Employee Trust in Senior Management
In many organizations, this obstacle will not be a problem because senior
management has created an atmosphere of trust in its relationship with the
employees.
In other organizations, this atmosphere will have to be developed by management
being honest with the employees.
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5- Politics and Turf Issues
Differences between departments and individuals create problems.
The use of multifunctional teams will help to break down long-standing barriers.
Restructuring to make the organization more responsive to customer needs may
be needed.
An example of restructuring is the use of product or customer support teams
whose members are permanently reassigned from the areas of quality,
production, design, and marketing.

7. 6-Lack of a Formalized Strategic Plan for Change
A formalized plan for change is necessary because individuals resist change
they become accustomed to performing a particular process and it becomes the
preferred way.
Management must understand and utilize these basic concepts of change:
1. People change when they want to and to meet their own needs
2. Never expect anyone to engage in behavior that serves the organization’s
values unless an adequate reason (why) has been given.
3. For change to be accepted, people must be moved from a state of fear to trust
It is difficult for individuals to change their own behavior, and it is much more
difficult for an organization.
Honest two-way communication with respectful feedback increases the chances of
success.
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8. 7-Lack of Strong Motivation
The building of a motivated work force is, for the most part, an indirect process.
Management at all levels cannot cause an employee to become motivated;
they must create a conducive environment for individuals to become
motivated.
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8-View of Quality Program As a Quick Fix
Frequently, the quality program is viewed as a quick fix.
 Quality improvement is a race that does not have a finish.
Management must constantly and forever improve the system so that quality
and productivity are continually and permanently improved and costs reduced.

9. 9-Drive for Short-Term Financial Results
Too often, organizations focus their efforts on the quarterly financial results.
Quality improvement requires an organization to have a strong future
orientation and a willingness to make long-term commitments.
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10- Lack of Leadership
In order for any organizational effort to succeed, there must be leadership.
Leadership requires a substantial commitment in terms of both management
time and organizational resources.

10. 11- Lack of Customer Focus
Organizations need to understand the changing needs and expectations of their
internal and external customers.
Effective feedback mechanisms are necessary for this understanding.
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12- Lack of a Companywide Definition of Quality
This obstacle is the least of the twelve and is easy to correct.
Experienced quality professionals recommend that all areas of the
organization be involved in writing the definition.

11. C Q E Exam Prep. Course
STUDY GROUP
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