CQE Exam Dumps - ASQ certification Questions and Answers

In value stream analysis, inspection is typically classified as non-value added. This is because inspection does not directly transform the product or add value from the customer's perspective. Instead, it is an activity that checks for defects or issues, which ideally should be prevented by improving the processes.

References:

Rother, M., & Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate MUDA. Lean Enterprise Institute.

Liker, J.K. (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill.

When subgroups are selected in a way that minimizes the opportunity for variation within a subgroup and maximizes the opportunity to detect variation between subgroups, this subgrouping is known as rational subgrouping. Rational subgrouping is a concept used in control charting to ensure that the data within each subgroup is homogeneous, making it easier to detect special causes of variation between subgroups.References:

Statistical Quality Control by Douglas C. Montgomery.

ASQ Certified Quality Engineer Handbook.

Design Failure Mode and Effects Analysis (DFMEA) is a systematic method for evaluating a design to identify potential failure modes, their causes, and effects, and to prioritize the actions to mitigate these failures.

Identify Personnel Responsible for Implementation:

While important for action plans, it is not the primary focus of DFMEA.

Predict Failure Frequencies:

DFMEA does consider failure frequencies, but the primary goal is to address and mitigate failures.

Minimize Measurement Variation:

This is more relevant to process control and not the primary focus of DFMEA.

Mitigate Failure Modes:

The main objective of DFMEA is to identify potential failure modes and implement actions to reduce or eliminate the risks associated with these failures.

This involves analyzing the design to foresee where it might fail and taking preventive measures to improve reliability and safety.

References: Quality engineering and risk management texts, specifically those discussing the principles and objectives of DFMEA.

The quality policy sets the overall intentions and direction of an organization regarding quality, as formally expressed by top management.

It should be developed by the executive level of management to ensure alignment with the company’s strategic goals and to demonstrate commitment to quality.

Involvement of top management ensures that the policy is authoritative and can drive the entire organization towards quality objectives.

References: ISO 9001:2015 and the ASQ "Quality Management Systems Handbook" emphasize the role of top management in developing the quality policy.

The chart provided is a control chart used to monitor process variation over time.

Control charts have upper control limits (UCL) and lower control limits (LCL) that represent the threshold of acceptable variation.

Points X and Y, which lie outside the control limits, indicate special causes of variation. These are deviations caused by specific, identifiable factors rather than inherent process noise.

Region Z, where data points are consistently below the mean and approaching the LCL, suggests a trend indicating a shift due to special causes.

References: According to ISO 9001 and the ASQ, control charts are utilized to detect special causes of variation, which signal that a process is out of control and requires investigation.

The critical path is the longest path through the project, determining the shortest time to complete the project. The components and their dependencies are:

W: Installation Time = 4 weeks

X: Acquisition Time = 5 weeks + Installation Time = 4 weeks, Total = 9 weeks

Y: Predecessors are W, X, Z. Therefore, Y cannot start until W, X, and Z are completed.

Z: Installation Time = 6 weeks

To find the critical path:

W: 4 weeks

X: 9 weeks

Z: 6 weeks

Y depends on W, X, and Z, so Y starts after the longest time among W, X, and Z, which is 9 weeks (X), and Y takes 4 weeks. Thus, the total time is 9 weeks + 4 weeks = 13 weeks.

References:

Kerzner, H. (2017). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Wiley.

PMBOK® Guide (2017). Project Management Institute.

In Six Sigma projects, the phases are defined by DMAIC (Define, Measure, Analyze, Improve, Control).

Control:

Ensures the improvements are sustained over time but does not primarily focus on implementing the solutions.

Define:

Focuses on defining the problem and project scope.

Improve:

This phase is where solutions are developed and implemented based on the analysis.

Verified causes identified in the analysis phase are used to create solutions during the improve phase.

Measure:

Involves quantifying the problem but not implementing solutions.

References: Six Sigma methodologies and project management resources.