CMQ-OE Reviews Questions

When transitioning from a reactive (train-as-needed) to a proactive approach to training, aligning training objectives with the company’s business plan is crucial. Here’s why:

• Strategic Alignment: Training objectives should directly contribute to achieving the organization’s strategic goals. By identifying objectives that align with the business plan, the company ensures that training efforts are purposeful and impactful.
• Efficiency: Proactive training focuses on preventing issues rather than reacting to them. By linking training objectives to business priorities, the company optimizes resource allocation and avoids unnecessary training.
• Employee Development: Training objectives tied to business needs enhance employee skills and competencies. Employees become better equipped to contribute to organizational success.
• Measurable Outcomes: Clear alignment allows for effective evaluation. The company can measure the impact of training against business performance metrics.

Therefore, the first step for the manager should be identifying training objectives that directly support the company’s business plan1.

References:

• ASQ Certified Manager of Quality/Organizational Excellence
• The ASQ Certified Manager of Quality/Organizational Excellence Handbook
• ASQ Manager of Quality/Organizational Excellence Certification CMQ/OE

The PDCA cycle (also known as the Deming cycle or Shewhart cycle) consists of four steps:

• Plan: Recognize an opportunity and plan a change.
• Do: Test the change by carrying out a small-scale study.
• Check: Review the test results, analyze data, and identify learnings.
• Act: Take action based on what was learned. If the change didn’t work, revise the plan and repeat the cycle.

The “checking” step is crucial because it informs subsequent actions. It doesn’t necessarily produce corrective actions directly, but it guides decision-making. PDCA is a continuous improvement tool used in various contexts, including quality management, process improvement, and problem-solving1.

Remember that while PDCA is valuable, other improvement methodologies (such as Six Sigma, Lean, or Agile) may be more suitable for specific situations. The choice depends on the context, goals, and organizational needs12.

References:

• The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition. Sandra L. Furterer and Douglas C. Wood. ASQ Quality Press, 2021. Link
• ASQ Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BoK). ASQ. Link

 Root cause analysis (RCA) is a critical process for identifying the underlying reasons behind problems or nonconformities. However, it can encounter challenges during the testing phase. Let’s explore why:

• Distinguishing Between Apparent and True Root Causes:
• Distinguishing Multiple Problems:
• Statistical Validity:
• Rewarding Rapid Problem-Solving:

In summary, RCA during the testing phase must address these challenges to uncover true root causes and implement effective corrective actions.

References: 1: ASQ Root Cause Analysis

The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition, provides insights into the key principles, concepts, and terminology related to quality management. It emphasizes the benefits of applying continuous improvement tools and best practices for effective quality management. Facilitators play a crucial role in driving organizational improvement, and their understanding of continuous improvement tools is essential for successful facilitation2.

References:

• The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition
• Manager of Quality/Organizational Excellence Certification CMQ/OE - ASQ
• The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition (eBook)