ASQ CMQ-OE - Certified Manager of Quality/Organizational Excellence Exam

A Likert-type response format refers to a psychometric response scale often used in questionnaires, where respondents specify their level of agreement to a statement on a scale of 1 to 5, where 1 might be "strongly disagree" and 5 "strongly agree". It is designed to measure attitudes or reactions in social science research.

References: General best practices in survey methodology, which often discuss Likert scales as a common tool for gathering participant responses in a quantifiable manner.

 The Certified Manager of Quality/Organizational Excellence (CMQ/OE) plays a crucial role in ensuring quality and safety within an organization. When it comes to safety-related product components, product design is a critical factor. By emphasizing robust design practices, organizations can minimize risks and potential liabilities associated with safety issues. Effective product design considers safety features, reliability, durability, and compliance with relevant standards and regulations. It involves thorough analysis, risk assessment, and validation to ensure that the product meets safety requirements and performs as intended. By prioritizing product design, management can proactively address safety concerns and reduce the likelihood of liability1.

References: 1: ASQ Certified Manager of Quality/Organizational Excellence

Let’s delve into why a time plot is the most appropriate tool for monitoring worker absenteeism:

Time Plot (Time Series Plot):

A time plot is a graphical representation of data points collected at different time intervals.

It shows how a variable (in this case, worker absenteeism hours) changes over time.

The x-axis represents time (e.g., days, weeks, months), and the y-axis represents the variable being measured (absenteeism hours).

By plotting absenteeism data over time, HR can identify trends, seasonality, and any unusual patterns.

Why Time Plot for Absenteeism Monitoring?:

Trend Identification: HR can observe whether absenteeism is increasing, decreasing, or remaining stable over time.

Seasonal Patterns: Time plots reveal recurring patterns related to seasons, holidays, or specific days of the week.

Outliers and Anomalies: Sudden spikes or drops in absenteeism can be easily spotted.

Forecasting: If HR wants to predict future absenteeism, time plots provide insights.

Steps to Create a Time Plot for Absenteeism:

Collect data on worker absenteeism hours over a specified period (e.g., monthly data for a year).

Arrange the data chronologically (from earliest to latest).

Plot the data points on a graph, connecting them with lines.

Observe the resulting plot for trends, seasonality, and outliers.

Alternatives and Why They Are Less Suitable:

Flowchart: Flowcharts are used to depict processes or workflows. They are not suitable for tracking time-based data like absenteeism.

Pareto Chart: Pareto charts prioritize problems based on their impact. While useful for quality improvement, they don’t capture the temporal aspect.

Activity Network Diagram: Activity network diagrams are used for project management and scheduling. They don’t directly address absenteeism tracking.

Time Plot (Time Series Plot): The best choice for monitoring absenteeism over time.

In summary, HR should use a time plot to visualize and analyze worker absenteeism trends effectively1.

References: 1: The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition, Sandra L. Furterer and Douglas C. Wood, ASQ Quality Press, 2021. Link

Dr. W. Edwards Deming, a renowned quality management expert, emphasized the importance of creating an environment that fosters continuous improvement and employee engagement. One of his 14 Points for Total Quality Management (TQM) specifically addresses the need to “drive out fear” in organizations. Fear can hinder creativity, collaboration, and overall performance. When managers focus solely on numbers—such as meeting targets, hitting quotas, or achieving financial goals—without considering the well-being and psychological safety of their teams, it can lead to a culture of fear. Deming advocated for leadership that encourages learning, experimentation, and cooperation, rather than relying on fear-based management practices123.

References:

Deming’s 14 Points: Total Quality Management Principles | ASQ

Managing Human Systems - The W. Edwards Deming Institute

Where There is Fear You Do Not Get Honest Figures

 Ship-to-stock (STS) systems are used to streamline the transfer of goods between ships. Let’s break down the key phases:

Candidacy: This stage includes all the preparations required before approaching the port of operation. It involves obtaining permission from local authorities, creating a Joint Plan of Operation based on risk assessment, considering environmental conditions, available water space, communication, crew training, vessel size, and cargo risk factors. Ballasting/deballasting operations are also completed during this stage.

Qualification: During the approach and mooring stage, detailed calculations are conducted considering environmental conditions, vessel size, and arrangements. Controlled speed and effective use of available means (such as tug boats, line boats, and fenders) are essential for safe berthing. An officer experienced in STS operations should be appointed to control the conduct of the operation.

Maintenance: Once the berthing phase begins, the “Guide” vessel (usually the larger ship) steers the “Lightering Course” at steady revs to maintain the “lightering speed.” Yokohama fenders are used, and STS procedures must be thoroughly understood aboard both ships by the Master.

In summary, the STS system involves careful planning, safe berthing, and effective control to ensure successful cargo transfer between ships.

References:

Procedures: Step-by-step stages of a proper STS transfer1.

STS Operation (Ship to Ship Transfer Operations) | Marine Teacher2.

The ASQ Certified Manager of Quality/Organizational Excellence Handbook3.

When analyzing output data from a continuous process, it is crucial to identify any anomalies or patterns that could indicate issues within the process. If the data shows an unusual variation or a shift in the process during a specific time frame, such as between noon and 3 p.m., it suggests that an event or change occurred that affected the process’s performance. Asking if something out of the ordinary happened during this time can lead to identifying and addressing the root cause of the variation1.

References: In the context of process capability and analysis, ASQ emphasizes the importance of monitoring process parameters and identifying variations that may indicate problems within the process1. This approach is consistent with the principles of continuous improvement and quality management, where identifying and addressing unusual occurrences is key to maintaining process integrity and performance1.

The initial step in defining requirements involves identifying the stakeholders and understanding their needs. By determining who will use the product or service, we can tailor the requirements to meet their specific expectations and ensure that the end result aligns with their requirements. This step is crucial for effective requirement gathering and subsequent development or improvement of the product or service2.

References: 1: ASQ Certified Manager of Quality/Organizational Excellence 2: ASQ Certified Manager of Quality/Organizational Excellence Study Guide and Handbook

 Given the time constraint of only 15 minutes, it is essential to focus on the key points. The quality manager should provide a concise summary of the assessment results, highlighting critical issues and areas that need attention. By identifying concerns for future discussion, the quality manager can ensure that senior management is aware of the essential findings without overwhelming them with details. This approach allows for efficient use of the limited time available while still addressing the critical aspects of the assessment1.

References:

The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition1.

The ASQ Certified Manager of Quality/Organizational Excellence Handbook - Google Books2.

When promoting quality improvement plans, it is essential to understand the competitive landscape. By obtaining information about competitor processes, the quality manager can identify best practices, areas for improvement, and potential gaps. This knowledge informs the development of effective quality improvement strategies. Benchmarking studies can follow this initial step, but understanding competitor processes is crucial for informed decision-making2.

References:

ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fourth Edition (Page 1)

ASQ Certified Manager of Quality/Organizational Excellence