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Course description
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.
This program focuses on both the management of product
quality and the management of the process quality for
creating project deliverables. It provides exposure to
the tools, techniques, and metrics used to ensure that
sufficient product and process quality is achieved. It
includes exercises which allow attendees to learn how
to plan quality into a project and determine key metrics
to manage project and process quality.
Achieve a hands-on view of how to implement quality management
principles, tools and techniques in projects to create
quality outputs, satisfy customer requirements and achieve
project success. Learn how to gather metrics, identify
customer requirements, prepare a quality management plan,
utilize quality tools and techniques to monitor and control
the project, and ensure the delivery of quality products
and services.
Who Should
Attend
• Professionals who face the challenges of helping their
organization focus and deploy common goals, strategies,
plans and customer requirements.
• Directors, managers, supervisors and team leaders who
are required to apply a fact-based design, control and
accelerated-improvement process that achieves performance
results.
• New and experienced people in quality who want to use
the QM framework and proven approaches and tools to be
more effective on the job.
Learning
Outcomes
• Project Quality Management Principles - the language
and practice of quality management as it applies to the
project management life-cycle
• Product Quality vs. Process Quality - the understanding
of how quality management applies to both the deliverables
from the project and the processes used to produce those
deliverables
• Tools for Project Quality Management - the ability to
use a variety of tools to assess, monitor, and resolve
product and process quality issues.
• Apply QM concepts and tools to create value the first
week back on the job.
• Compare and contrast the Baldrige model for business
excellence vs. ISO 9000:2000.
• Be able to understand a strategic planning and deployment
process for improvement, performing a SWOT analysis and
reviewing current models/tools such as balanced scorecard,
scenario planning and oshin planning/policy.
• Develop aligned goals, long- and short-term objectives
and plans, for their functions.
• Understand current practices in customer and market
requirement definition, satisfaction/retention, and product
and process design, including completing a QFD relationship
matrix.
• Know when and how to use fundamental QC and QA elements
to control, correct and improve processes and products.
Includes the use of a problem solving process and quality
tools, control plans and charts, process capability, audits,
supplier quality management, documentation, calibration,
and measurement quality.
What
you will achieve
• An understanding of the relationship between quality
planning, quality assurance, and quality control
• An understanding of numerous tools and techniques which
can be used to monitor and improve quality
• The ability to develop and track key quality metrics
to satisfy customer needs
• The ability to determine process metrics to maintain
quality standards
• An understanding of the responsibilities of senior management,
the project manager, and project team members to ensure
the existence of an adequate quality management process
Course Contents
Body of Knowledge
The topics in this new 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 Quality 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 more complete
description of cognitive levels is provided at the end
of this document.
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 empowerment 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 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 organization'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 impact an organization's treatment
of internal customers will have on external customers,
and develop methods for energizing internal customers
to improve products, processes, and services. (Evaluate)
2. External customers
Define and describe external customers and their impact
on products and services, and develop strategies for working
with them to improve products, services, and internal
processes. (Evaluate)
B.
Customer Relationship Management
1.
Customer needs
Use various tools and techniques to identify and prioritize
customer needs and expectations, including the voice of
customer, house of quality, quality function deployment
(QFD), focus groups, customer surveys, etc. (Analyze)
2. Customer satisfaction
and loyalty
Develop systems to capture customer perceptions and experiences
using a variety of feedback mechanisms (e.g., complaints,
surveys, interviews, guarantee/warranty data), and use
customer value analysis, corrective actions, etc., to
measure and improve satisfaction. Describe ways of measuring
the value of existing customers and the financial impact
of losing customers. (Create)
3.
Basic customer service principles
Describe and develop strategies for deploying and supporting
principles such as courtesy, politeness, smiles, attention
to detail, rapid response, etc. (Apply)
4.
Multiple and diverse customer management
Establish and monitor priorities to avoid and resolve
conflicting customer requirements and demands, and 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
(15 Questions)
A. Supplier Selection
Define and develop selection criteria such as rating programs,
external certification standards, etc., and identify and
manage their impact on various internal processes of the
organization. (Evaluate)
B.
Supplier Communications
Design and implement techniques for communicating with
suppliers including scheduled meetings, routine and emergency
reporting procedures, presenting explicit expectations,
confirming awareness of criticality, etc. (Create)
C. Supplier Performance
Define and describe common measures of supplier performance
(e.g., quality, price, delivery, service levels) and metrics
(e.g., defect rates, functional performance, timeliness,
responsiveness, availability of technical support). (Create)
D. Supplier Improvement
Design and conduct supplier audits, evaluate corrective
and preventive action plans, provide feedback, and monitor
for process improvement. (Create)
E.
Supplier Certification, Partnerships, and Alliances
Design and implement supplier certification programs,
including process reviews and performance evaluations,
and identify strategies for developing customer-supplier
partnerships and alliances. (Evaluate)
F.
Supplier Logistics
Describe the impact purchased products and services have
on final product assembly or total service package, including
ship-to-stock, just-in-time (JIT), etc. (Understand)
VII. Training and Development
(15 Questions)
A.
Training Plans
Develop and implement training plans that are aligned
with the organization's strategic plan and general business
needs. (Apply)
B. Needs
Analysis
Use various tools and techniques to develop and implement
training needs analysis. (Apply)
C.
Training Materials/Curriculum Development and Delivery
Use various tools, resources, and methodologies to develop
training materials and curricula that address adult learning
principles and the learning needs of an increasingly diverse
workforce. Describe various methods to deliver training,
including classroom style, workbooks, simulations, on-the-job,
self-directed, etc. (Apply)
D.
Training Effectiveness and Evaluation
Describe and implement various ways of measuring training
effectiveness, including customer feedback from training
sessions, end-of-course test results, on-the-job behavior/
performance change, departmental or area performance improvements.
(Apply)
Topics for the
Constructed-Response (Essay) Portion of the Certified
Quality Manager Exam
Candidates will be presented with three open-ended questions
from which they can select the two that they prefer to
answer. Candidates will have 45 minutes in which to write
responses to the two chosen situations. Prior to the start
of the constructed-response portion of the exam, candidates
will be given 5 minutes to review and select their situations.
Candidates may split their time spent on the problems
as they like. Their responses will be graded on their
knowledge of quality management as it relates to the content
areas listed below and in the following skills and abilities:
communication, critical-thinking, personnel management,
general management.
CR-1.
Leadership
Demonstrate knowledge of the quality manager's role in
organizational leadership and as quality champion and
customer advocate. Deploy change agent strategies in support
of organization-wide continuous improvement efforts. Develop
teams and participate on them in various roles.
CR-2. Strategy Development and
Deployment
Develop and maintain organizational focus on the importance
of quality and performance excellence. Create quality
policies and procedures in support of the strategic plan,
and integrate those policies and processes into the tactics
developed to support the strategic plan
.
CR-3. Management
Demonstrate management abilities in human resources, financial,
risk, and knowledge management applications. Use effective
communication methods in various situations to support
continuous improvement efforts. Select and use appropriate
tools and methodologies to plan, implement, and evaluate
projects. Develop, deploy, and evaluate quality plans
that can be used throughout the organization. Evaluate
and recommend appropriate quality models or systems to
implement in various situations.
CR-4.
Customer Focus
Identify and segment customers using a variety of criteria
and tools. Identify and prioritize product or service
design and development on the basis of customer requirements
and feedback. Solicit customer input proactively and combine
with market analysis and other research to achieve organizational
goals, etc. Use customer expectations and feedback to
manage continuous improvement projects
.
CR-5. Supplier Management
Develop and implement supplier management systems from
selection process through partnership agreements. Identify
methods for assessing supplier performance at various
levels of customer-supplier relationships.
CR-6.
Training and Development
Demonstrate knowledge and ability in developing, implementing,
and evaluating needs assessment, training delivery methods,
and outcomes of training efforts.
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 is appropriate
to examine further or from which supported conclusions
can be drawn.
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