The following information is provided by the American Society for Quality (ASQ):

• CQM Certification Requirements

• CQM Exam Body of Knowledge

• CQM Sample Questions

• On-Line CQM Exam Registration

Certification Requirements

Education and/or Experience

You must have 10 years of on-the-job experience in one or more of the areas of the Certified Quality Manager Body of Knowledge. A minimum of five years of this experience must be in a decision-making position. "Decision-making" is defined as the authority to define, execute, or control projects/processes and to be responsible for the outcome. This may or may not include management or supervisory positions.

If you are now or were previously certified by ASQ as a Quality Auditor, Reliability Engineer, Software Quality Engineer, or Quality Engineer, experience used to qualify for certification in these fields applies to certification as a Quality Manager.

If you have completed a degree* from a college, university, or technical school with accreditation accepted by ASQ, part of the 10-year experience requirement will be waived, as follows (only one of these waivers may be claimed):

• Diploma from a technical or trade school—one year will be waived
• Associate degree—two years waived
• Bachelor's degree—four years waived
• Master's or doctorate—five years waived

*Degrees/diplomas from foreign educational institutions must be equivalent to degrees from U.S. educational institutions.

Proof of Professionalism

Proof of professionalism may be demonstrated in one of three ways:

1. Membership in ASQ, a foreign affiliate society of ASQ, or another society that is a member of the American Association of Engineering Societies or the Accreditation Board for Engineering and Technology
2. Registration as a Professional Engineer
3. The signatures of two persons-ASQ members, members of a foreign affiliate society, or members of another recognized professional society-verifying that you are a qualified practitioner of the quality sciences

Examination

Each certification candidate is required to pass a written examination that consists of multiple choice questions that measure comprehension of the Body of Knowledge. The Quality Manager examination is a four-hour, two-part examination-150 multiple choice questions and two constructed response (essay) questions. It is offered in the English language only.

Sample examination questions are included in the ASQ Study Guide and follow later in this overview.

Examinations are conducted twice a year, in early March and mid-October, by local ASQ sections and foreign international organizations. The multiple choice portion of this examination is open-book; the constructed response portion is CLOSED BOOK. Each participant must bring his or her own reference materials. Use of reference materials and calculators is explained in the seating letter provided to applicants.

Please Note: The Body of Knowledge for certification is affected by new technologies, policies, and the changing dynamics of manufacturing and service industries. Changed versions of the examination based on the current Body of Knowledge are used at each offering.

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Body of Knowledge

The following is an outline of the topics that constitute the Body of Knowledge for Quality Manager.

I. Leadership (30 questions)

A. Organizational Leadership

1. Organizational development (Application)

2. Organizational culture (Analysis)

3. ASQ Code of Ethics (Application)

4. Techniques for facilitating organizational change (Evaluation)

5. Organizational roadblocks (Application)

6. Constraint management (Knowledge)

7. Negotiation techniques (Analysis)

8. Motivation techniques (Evaluation)

9. Conflict resolution techniques (Evaluation)

10. Employee empowerment (Application)

B. Team Processes

1. Types of teams (Synthesis)

2. Team formation and evolution (Synthesis)

3. Team-building techniques (Synthesis)

4. Team facilitation techniques (Synthesis)

5. Team leadership techniques  (Synthesis)

6. Team performance evaluation (Evaluation)

7. Team reward and recognition (Evaluation)

 

A. Environmental Analysis

1. Legal and regulatory factors (Comprehension)

2. Market forces, industry trends, competitive analysis (Synthesis)

3. Stakeholder groups (Application)

4. Technology trends and internal capabilities (Analysis)

5. S.W.O.T. (strengths, weaknesses, opportunities, and threats) analysis (Evaluation)

6. Customer/employee surveys and feedback (Evaluation)

7. Internal capability analysis (Synthesis)

B. Strategic planning and assessment

1. Strategic planning techniques and models (Application)

2. Competitive comparisons and benchmarks (Synthesis)

3. Formulating quality policies (Analysis)

C. Deployment

1. Assure integration between strategic and other plans (Application)

2. Deploy strategic goals and objectives into operational plans and improvement projects

(Application)

3. Resource allocation planning activities (Analysis)

4. Metrics and goals that drive organizational performance (Evaluation)

III. Quality Management Tools (20 questions)

A. Problem-solving tools

1. The seven quality control tools (Evaluation)

2. The seven management and planning tools (Evaluation)

3. Root cause analysis, Plan-Do-Check-Act (PDCA) and other, like models

(Evaluation)

4. Tools for innovation and creativity (Application)

5. Cost of quality (Application)

B. Process management approaches

1. Process goals (Application)

2. Cycle time reduction (Analysis)

3. Process analysis and documentation (Analysis)

4. Theory of constraints (Comprehension)

5. Theory of variation (Comprehension)

C. Measurement: Assessment and Metrics

1. Statistical analysis (Analysis)

2. Trend analysis (Analysis)

3. Process capability (Analysis)

4. Reliability and validity (Comprehension)

5. Qualitative assessment (Evaluation)

6. Analysis and use of survey results (Evaluation)

7. Benchmarking: internal and external (Evaluation)

IV. Customer-Focused Organizations (20 questions)

A. Customer identification and segmentation

1. Internal customers (Analysis)

2. External customers (Analysis)

B. Customer relationship management and commitment

1. Determining and assuring customer satisfaction (Analysis)

2. Customer service principles (Application)

3. Multiple-customer management (Application)

4. Customer retention/loyalty (Comprehension)

5. Anticipate customer expectations, priorities, needs (Applications)

6. Deploy the voice of the customers through QFD (Analysis)

V. Supplier Performance (10 questions)

A. Supplier selection strategies and criteria (Application)

B. Techniques for communicating requirements to suppliers (Application)

C. Techniques for assessment and feedback of supplier performance (Application)

D. Supplier improvement strategies (Analysis)

E. Supplier certification programs (Application)

F. Partnerships and alliances with suppliers (Application)

G. Logistics and supply chain management (Comprehension)

VI. Management (30 questions)

A. Principles of Management

1. Principles of management (Application)

2. Total quality management (TQM) (Application)

3. Management styles (Application)

4. Organizational structures (Evaluation)

5. Business systems and interdependence of functions (Application)

6. Staffing (Application)

B. Communications

1. Communication techniques (Application)

2. Information systems (Analysis)

3. Knowledge management (Comprehension)

C. Projects

1. Project justification and prioritization techniques (Analysis)

2. Project planning and estimation (Application)

3. Monitor and measure project activity (Evaluation)

4. Project documentation and related procedures (Application)

D. The Quality System

1. The quality function mission (Application)

2. Quality plan deployment in the organization (Application)

3. Review the effectiveness of the quality system (Evaluation)

E. Quality Models

1. Malcolm Baldrige National Quality Award (MBNQA) Criteria for Performance Excellence

(Analysis)

2. ISO 9000 (Comprehension)

3. Major industry and other international standards (Comprehension)

VII. Training and Development (10 questions)

A. Alignment with strategic planning and business needs (Application)

B. Training needs analysis (Comprehension)

C. Training materials and curriculum development (Comprehension)

D. Methods of training delivery (Comprehension)

E. Techniques for evaluating training effectiveness (Analysis)

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Six Levels of Cognition

Based on Bloom’s Taxonomy (1956)

In addition to content specifics, the subtext detail 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, 1956) and are presented below in rank order, from least complex to most complex.

Knowledge Level

(Also commonly referred to as recognition, recall, or rote knowledge). Being able to remember or recognize terminology, definitions, facts, ideas, materials, patterns, sequences, methodologies, principles, etc.

Comprehension Level

Being able to read and understand descriptions, communications, reports, tables, diagrams, directions, regulations, etc.

Application Level

Being able to apply ideas, procedures, methods, formulas, principles, theories, etc. in job-related situations

Analysis

Being able to break down information into its constituent parts and recognize the parts’ relationship to one another and how they are organized; identify sublevel factors or salient data from a complex scenario

Synthesis

Being able to put parts or elements together in such a way as to show 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

Evaluation

Being able to make judgments regarding the value of proposed ideas, solutions, methodologies, etc., by using appropriate criteria or standards to estimate accuracy, effectiveness, economic benefits, etc.

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Sample Questions

1. Which of the following is NOT an appropriate use of the Baldrige Award criteria?
   
   
   1. Self-assessment model
   2. Quality system registration
   3. Quality award application
   4. Quality system model
      
      
2. To ensure success in implementing quality initiatives, the most important factor is
   
   
   1. an empowered work force.
   2. a training program that explains and promotes the quality initiative.
   3. upper management support.
   4. a reward and recognition program.
      
      
3. Rank order, from first to last, the steps listed below in the development of an employment requirements plan for a department or organization.
   
   
   1. Make an organization chart.
   2. Determine the amount of time and skills required to complete the activities.
   3. List all activities required to produce the end product.
   4. Determine end products or output of the organization.
   5. Determine the number of people and skills needed.
   6. 
      
      
      1. 1,3,2,4,5
      2. 1,5,3,2,4
      3. 3,4,2,5,1
      4. 4,3,2,5,1
         
         
4. One of the most effective means of implementing quality initiatives is for executive management to
   
   
   1. establish quality goals tied to organizational performance.
   2. conduct meetings on quality and demonstrate support for initiatives.
   3. make public announcements explaining the company's quality goals.
   4. hire a quality consultant to develop a total quality plan and lead its implementation.
      
      
5. The value of an exceptional guarantee is that it
   
   
   1. builds long-term customer relationships while minimizing defects.
   2. is possible for all customers to attain.
   3. ensures that top priority customers will pay the least amount of money.
   4. allows a Cpk process to be in control.
      
      
6. Which of the following approaches to quality improvement planning connects quality and profits?
   
   
   1. Identifying, analyzing, and controlling all cost-of-quality costs for the business
   2. Concentrating efforts on improving nonfinancial measures of quality
   3. Developing a strategic quality plan that has financial and nonfinancial goals and that integrates business and financial planning processes
   4. Focusing on reforms in management-employee relationships, worker training, new measurement schemes, and increased employee awareness of customer attitudes
      
      
7. Which of the following is the most effective way for a quality manager to lead the work activities of a quality department?
   
   
   1. Hold regular meetings to review performance against established goals and objectives.
   2. Review weekly written reports of activities submitted by staff.
   3. Conduct periodic meetings to flow down information about ongoing operations.
   4. Discuss the activities with the supervisors within the department.
      
      
8. A senior-level director is considering a $10,000 investment to increase the quality rating of a piece of equipment from 85% to 95% and asks the quality manager for an opinion. The manager knows the equipment will require increased setup time that, in turn, will cause the overall availability of the equipment to decrease from 87% to 74 %. In this situation, the quality manager should respond in which of the following ways?
   
   
   1. Endorse the investment to improve quality.
   2. Discuss with the director the effectiveness measure that would result from the investment.
   3. Consider the future value of the cost of this improvement in quality.
   4. Determine the costs of the downtime required to install the system before proceeding to implement the request.
      
      
9. Scatter diagrams are best described as
   
   
   1. histograms.
   2. correlation analysis.
   3. Pareto analysis.
   4. Ishikawa diagrams.
      
      
10. A process improvement team has studied the flow of product through the company's production system. To increase output, the most effective action would be to
    
    
    1. shorten the critical path
    2. eliminate bottlenecks
    3. reduce quality check points
    4. change the sampling plan
       
       
11. Compared to traditional engineering design, the time required to do concurrent engineering design is
    
    
    1. greater during the requirement development phase.
    2. less during the requirement development phase.
    3. greater during the implementation phase.
    4. less during the equipment startup phase.
       
       
12. Which of the following is the most critical role for a quality manager?
    
    
    1. Staffing the quality function to support the organization's stated quality objectives.
    2. Defining, fully supporting, and providing leadership of the quality policy.
    3. Implementing changes in the cost-of-quality system.
    4. Examining the current quality level of all products and services.
       
       
13. Training effectiveness can be measured most accurately by
    
    
    1. trainers rating their own performance against a professionally developed grading system
    2. trainers analyzing trainees' job performance before training and after training
    3. trainees using a rating scale to assess their training session
    4. supervisors rating the improvement of employees skills at the end of the training session
       
       
14. In which of the following diagrams does the input variable X have the highest positive correlation with the output variable Y?
    1. 
       
    2. 
    3. 

    4. 

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