CMQ/OE

THE ASQ CERTIFIED MANAGER

OF QUALITY/ORGANIZATIONAL
EXCELLENCE

Quality excellence to enhance your career

and boost your organization’s bottom line
asq.org/cert
 Certification from ASQ is considered a mark of quality
excellence in many industries. It helps you advance
your career and boosts your organization’s bottom
line through your mastery of quality skills. Becoming
certified as a Manager of Quality/Organizational
Excellence confirms your commitment to quality and
the positive impact it will have on your organization.

Examination
Each certification candidate
is required to pass an
examination that consists of
multiple-choice questions that
measure comprehension of
the body of knowledge.

2 Certified Manager of Quality/Organizational Excellence

 INFORMATION
The ASQ Certified Manager of
Quality/Organizational Excellence
The Certified Manager of Quality/Organizational Excellence (CMQ/OE)
leads and champions process improvement initiatives—that can have regional or
global focus—in various service and industrial settings. A CMQ/OE 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.

CMQ/OE
Computer Delivered - The CMQ/OE Paper and Pencil – The CMQ/OE
examination is a one-part, multiple examination is a one-part,
choice 180-question exam and is 165-question, four-hour exam
offered in English only. 165 questions and is offered in English. Exams
are scored and 15 are unscored. are also offered in Mandarin in
Total appointment time is four-and- certain locations.
a-half hours, exam time is 4 hours
and 18 minutes.

For comprehensive exam information on the Certified Manager of

Quality/Organizational Excellence, visit asq.org/cert.

Certified Manager of Quality/Organizational Excellence 3

 Education
and/or Experience
You must have 10 years of on-the- If you’ve been certified by ASQ as
job experience in one or more of the a Quality Auditor (CQA), Reliability
areas of the Certified Manager of Engineer (CRE), Software Quality
Quality/Organizational Excellence Engineer (CSQE), Certified Supplier
Body of Knowledge. A minimum of Quality Professional (CSQP), or
five years of this experience must be Quality Engineer (CQE), experience
in a decision-making position, defined used to qualify for certification in
as the authority to define, execute, or these fields applies to certification as
control projects/processes and to be a Manager of Quality/Organizational
responsible for the outcome. This may Excellence, as long as the 10-year
or may not include management or minimum requirement is met.
supervisory positions.

4 Certified Manager of Quality/Organizational Excellence

If you have completed a degree • Bachelor’s degree—
from a college, university, or technical four years waived
school with accreditation accepted by
• Master’s or doctorate—
ASQ, part of the 10-year experience
five years waived
requirement will be waived (only one
of these waivers may be claimed): * Degrees or diplomas from
educational institutions outside
• Diploma from a technical
the United States must be
or trade school—one
equivalent to degrees from
year waived
U.S. educational institutions.
• Associate’s degree—
two years waived

Certified Manager of Quality/Organizational Excellence 5

 BODY OF KNOWLEDGE
The ASQ Certified Manager of Quality/
Organizational Excellence (CMQ/OE)
Topics in this new body of knowledge (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 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 complete
description of cognitive levels is provided at the end of this document.

I. Leadership (28 Questions) 3. Change management

Use various change management
A. Organizational Structures strategies to overcome organiza-
Define and describe organizational tional roadblocks, assess impacts
designs (e.g., matrix, flat, and parallel) of global changes, achieve desired
and the effect that a hierarchical change levels, and review outcomes
management structure can have on for effectiveness. Define and
an organization. (Apply) describe factors that contribute to an
organization’s culture. (Evaluate)
B. Leadership Challenges
4. Leadership techniques
1. Roles and responsibilities
Develop and implement techniques
of leaders that motivate employees and sustain
Describe typical roles, respon- their enthusiasm. Use negotiation
sibilities, and competencies of techniques to enable parties with
people in leadership positions different or opposing outlooks to
and how those attributes influence recognize common goals and
an organization’s direction and work together to achieve them.
purpose. (Analyze) Determine when and how to use
influence, critical thinking skills,
2. Roles and responsibilities or Socratic questioning to resolve
of managers a problem or move a project
Describe typical roles, forward. (Create)
responsibilities, and competencies
of people in management
positions and how those attributes
contribute to an organization’s
success. (Analyze)

6 Certified Manager of Quality/Organizational Excellence

 5. Empowerment 3. Team-building techniques
Apply various techniques to Apply basic team-building steps
empower individuals and teams. such as using ice-breaker activities
Identify typical obstacles to to enhance team introductions
empowerment and appropriate and membership, developing a
strategies for overcoming common vision and agreement on
them. Describe and distinguish team objectives, and identifying
between job enrichment and job and assigning specific roles on the
enlargement, job design, and job team. (Apply)
tasks. (Analyze)
4. Team roles and responsibilities
C. Teams and Team Processes Define and describe typical roles
related to team support and
1. Types of teams
effectiveness such as facilitator,
Identify and describe different leader, process owner, champion,
types of teams and their purpose, project manager, and contributor.
including process improvement, Describe member and leader
self-managed, temporary or ad responsibilities with regard
hoc (special project), virtual, and to group dynamics, including
work groups. (Understand) keeping the team on task,
recognizing hidden agendas,
2. Stages of team development handling disruptive behavior,
Describe how the stages of team and resolving conflict. (Analyze)
development (forming, storming,
norming, performing) affect
leadership style. (Apply)

Certified Manager of Quality/Organizational Excellence 7

 5. Team performance 4. Technology
and evaluation Describe how changes in
Evaluate team performance in technology can have long-term
relation to established metrics and short-term influences on
to meet goals and objectives. strategic planning. Identify new
Determine when and how to and upcoming technologies that
reward teams and celebrate may impact business strategy
their success. (Evaluate) and quality, such as automation,
autonomation, Quality 4.0, cloud
D. ASQ Code of Ethics computing, or machine learning.
Identify and apply behaviors and actions (Understand)
that comply with this code. (Apply) 5. Internal capability analysis
Identify and describe the effects
II. S
 trategic Plan that influence an organization’s
Development and internal capabilities: human
resources, facilities capacity, and
Deployment (22 Questions) operational capabilities. Analyze
these factors in relation to strategy
A. Strategic Planning Models formation. (Analyze)
Define, describe, and use basic
elements of strategic planning models, 6. Legal and regulatory factors
including how the guiding principles Define and describe how
of mission, vision, and values relate to legal and regulatory factors
the plan. (Apply) can influence strategic plans.
(Understand)
B. Business Environment Analysis
1. Risk analysis C. Strategic Plan Deployment
Analyze an organization’s strengths, 1. Tactical plans
weaknesses, opportunities, threats, Identify basic characteristics of
and risks, using tools such as tactics: specific, measurable,
SWOT. Identify and analyze risk attainable, relevant, and time-
factors that can influence strategic specific, and how these are linked
plans. (Analyze) to strategic objectives. Evaluate
proposed plans to determine
2. Market forces
whether they meet these criteria.
Define and describe various (Evaluate)
forces that drive strategic plans,
including existing competition, the 2. Resource allocation and
entry of new competitors, rivalry deployment
among competitors, the threat
Evaluate current resources to
of substitutes, bargaining power
ensure they are available and
of buyers and suppliers, current
deployed in support of strategic
economic conditions, global
initiatives. Identify and eliminate
market changes, and how well
administrative barriers to new
the organization is positioned for
initiatives. Ensure that all internal
growth and changing customer
stakeholders understand the
expectations. (Apply)
strategic plan and have the
3. Stakeholder analysis competencies and resources to
carry out their responsibilities.
Identify and differentiate the (Evaluate)
perspectives, needs, and
objectives of various internal and
external stakeholders. Ensure
that the organization’s strategic
objectives are aligned with those
of the stakeholders. (Analyze)

8 Certified Manager of Quality/Organizational Excellence

 3. Organizational performance 4. Human resources
measurement (HR) management
Develop measurements and ensure Apply HR elements in support of
that they are aligned with strategic ongoing professional development
goals, and use the measures to and role in quality system: setting
evaluate the organization against goals and objectives, conducting
the strategic plan. (Evaluate) performance evaluations,
developing recognition programs,
4. Quality in strategic deployment and ensuring that succession plans
Support strategic plan deployment are in place where appropriate.
by applying continuous (Apply)
improvement and other quality
initiatives to drive performance 5. Financial management
outcomes throughout the Read, interpret, and use various
organization. (Create) financial tools including income
statements, balance sheets, and
product/service cost structures.
III. Management Elements and Manage budgets and use the
Methods (31 Questions) language of cost and profitability
to communicate with senior
A. Management Skills and Abilities management. Use potential return
1. Principles of management on investment (ROI), estimated
Evaluate and use basic return on assets (ROA), net present
management principles such as value (NPV), internal rate of return
planning, leading, delegating, (IRR), and portfolio analysis to
controlling, organizing, and analyze project risk, feasibility,
allocating resources. (Evaluate) and priority. (Analyze)

2. Management theories and styles 6. Risk management

Define and describe management Identify the kinds of risk that can
theories such as scientific, occur throughout the organization,
organizational, behavioral, from such diverse processes as
learning, systems thinking, and scheduling, shipping/receiving,
situational complexity. Define financials, production and
and describe management styles operations, employee and user
such as autocratic, participative, safety, regulatory compliance and
transactional, transformational, changes. (Apply)
management by fact, coaching,
and contingency approach. 7. Knowledge management (KM)
Describe how management styles Use KM techniques in identifying
are influenced by an organization’s core competencies that create a
size, industry sector, culture, and culture and system for collecting
competitors. (Apply) and sharing implicit and explicit
knowledge among workers,
3. Interdependence of stakeholders, competitors, and
functional areas suppliers. Capture lessons
Describe the interdependence of learned and apply them across
an organization’s areas (human the organization to promote
resources, engineering, sales, best practices. Identify typical
marketing, finance, research knowledge-sharing barriers and
and development, purchasing, how to overcome them. (Apply)
information technology, logistics,
production, and service) and
how those dependencies and
relationships influence processes
and outputs. (Understand)

Certified Manager of Quality/Organizational Excellence 9

 B. Communication Skills
and Abilities
1. Communication techniques
Define and apply various modes
of communication used within
organizations, such as verbal,
non-verbal, written, and visual.
Identify factors that can inhibit
clear communication and describe
ways of overcoming them. (Apply)

2. Interpersonal skills
Use skills in empathy, tact,
friendliness, and objectivity. Use
open-minded and non-judgmental
communication methods. Develop
and use a clear writing style,
active listening, and questioning
and dialog techniques that support 2. Project planning and
effective communication. (Apply) estimation tools
3. Communications in a Use tools such as risk assessment
matrix, benefit-cost analysis,
global economy
critical path method (CPM), Gantt
Identify key challenges of chart, PERT, and work breakdown
communicating across different structure (WBS) to plan projects
time zones, cultures, languages, and estimate related costs. (Apply)
terminology, and business
practices, and present ways 3. Measure and monitor
of overcoming them. (Apply) project activity
4. Communications and technology Use tools such as cost variance
analysis, milestones, and actual vs.
Identify how technology affects planned budgets to monitor project
communications, including improved activity against project plan.
information availability, its influence (Evaluate)
on interpersonal communications,
and etiquette for e-communications. 4. Project documentation
Deploy appropriate communication
Use written procedures and project
methods within virtual teams. (Apply) summaries to document projects.
(Apply)
C. Project Management
1. Project management basics D. Quality System
Use project management 1. Quality mission and policy
methodology and ensure that each Develop and monitor the quality
project is aligned with strategic mission and policy and ensure that
objectives. Plan the different it is aligned with the organization’s
phases of a project: initiation, broader mission. (Create)
planning, execution, monitoring
and controlling, and closure. 2. Quality planning, deployment,
Ensure the project is on-time and documentation
and within budget. Consider
Develop and deploy the
alternate project management
quality plan and ensure that it
methodologies (linear, evolutionary,
is documented and accessible
or iterative) as they apply to the
throughout the organization.
project. (Evaluate)
(Create)

10 Certified Manager of Quality/Organizational Excellence

 3. Quality system effectiveness 4. Quality philosophies
Evaluate the effectiveness of the Describe and apply basic
quality system using various tools: methodologies and theories
balanced scorecard, internal proposed by quality leaders
audits, feedback from internal and such as Shewhart, Deming,
external stakeholders (including Juran, Crosby, Feigenbaum,
stakeholder complaints), warranty/ and Ishikawa. (Apply)
return data analytics, product
traceability and recall reports, and
management reviews. (Evaluate)
IV. Quality Management
Tools (30 Questions)
E. Quality Models and Theories A. Problem-Solving Tools
1. Quality management standards
1. The seven classic quality tools
Describe and apply the
Select, interpret, and evaluate
requirements and basic
output from these tools: Pareto
principles of ISO 9000-based
charts, cause and effect diagrams,
standards used to support quality
flowcharts, control charts, check
management systems. (Apply)
sheets, scatter diagrams, and
2. Performance excellence models histograms. (Evaluate)
Define and describe common 2. Basic management and
elements and criteria of planning tools
performance excellence models
such as the European Excellence Select, interpret, and evaluate
Award (EFQM), Excellence output from these tools: affinity
Canada, ASQ International diagrams, tree diagrams, process
Team Excellence Award (ITEA), decision program charts (PDPCs),
or Malcolm Baldrige National matrix diagrams, prioritization
Quality Award (MBNQA). matrices, interrelationship
Describe how their criteria are digraphs, and activity network
used as management models diagrams. (Evaluate)
to improve processes at an
3. Process improvement tools
organization level. (Understand)
Select, interpret and evaluate tools
3. Other quality methodologies such as root cause analysis, Kepner-
Describe and differentiate methods Tregoe, PDCA, six sigma DMAIC
such as total quality management (define, measure, analyze, improve,
(TQM), continuous improvement, control), and failure mode and
and benchmarking. (Apply) effects analysis (FMEA). (Evaluate)

Certified Manager of Quality/Organizational Excellence 11

 4. Innovation and creativity tools C. Measurement: Assessment
Use various techniques and and Metrics
exercises for creative decision-
1. Basic statistical use
making and problem-solving,
including brainstorming, mind Use statistical techniques to identify
mapping, lateral thinking, critical when, what, and how to measure
thinking, the 5 whys, and design projects and processes. Describe
for six sigma (DFSS). (Apply) how metrics and data gathering
methods affect resources and vice-
5. Cost of quality (COQ) versa. (Apply)
Define and distinguish between
2. Sampling
prevention, appraisal, internal,
and external failure cost categories Define and describe basic
and evaluate the impact that sampling techniques such as
changes in one category will random and stratified. Identify
have on the others. (Evaluate) when and why sampling is an
appropriate technique to use.
(Understand)
B. Process Management
1. Process goals 3. Statistical analysis
Describe how process goals Calculate basic statistics: measures
are established, monitored, and of central tendency (mean, median,
measured and evaluate their mode) and measures of dispersion
impact on product or service (range, standard deviation, and
quality. (Evaluate) variance). Identify basic distribution
types (normal, bimodal, skewed)
2. Process analysis and evaluate run charts, statistical
Use various tools to analyze process control (SPC) reports, and
a process and evaluate its other control charts to make data-
effectiveness on the basis of based decisions. (Evaluate)
procedures, work instructions,
and other documents. Evaluate 4. Measurement systems analysis
the process to identify and relieve Understand basic measurement
bottlenecks, increase capacity, terms such as accuracy, precision,
improve throughput, reduce bias, and linearity. Understand the
cycle time, and eliminate waste. difference between repeatability
(Evaluate) and reproducibility in gauge R&R
studies. (Understand)
3. Lean tools
Identify and use lean tools such 5. Trend and pattern analysis
as 5S, just-in-time (JIT), kanban, Interpret graphs and charts
value stream mapping (VSM), to identify cyclical, seasonal,
quick-changeover (single-minute and environmental data trends.
exchange of die), poke-yoke, Evaluate control chart patterns to
kaizen, standard work (training determine shifts and other trend
within industry), and productivity indicators in a process. (Evaluate)
(OEE). (Apply)
6. Process variation
4. Theory of constraints (TOC) Analyze data to distinguish
Define key concepts of TOC: between common and special
systems as chains, local vs. cause variation. (Analyze)
system optimization, physical vs.
policy constraints, undesirable 7. Process capability
effects vs. core problems, and Recognize process capability (Cp
solution deterioration. Classify and Cpk,) and performance indices
constraints in terms of resources (Pp and Ppk). (Understand)
and expectations as defined
by measures of inventory and
operating expense. (Understand)

12 Certified Manager of Quality/Organizational Excellence

 8. Reliability terminology B. Customer Relationship
Define and describe basic Management
reliability measures such as infant
1. Customer needs
mortality, end of life (e.g. bathtub
curve), mean time between failures Use quality function deployment
(MTBF), and mean time to repair (QFD) to capture the voice of the
(MTTR). Understand the value customer (VOC) and examine
of estimating reliability to meet customer needs in relation to
requirements or specifications. products and services offered.
NOTE: Reliability calculations Analyze the results to prioritize
will not be tested. (Understand) future development in anticipation
of changing customer needs.
(Analyze)
V. C
 ustomer-Focused
Organizations (21 Questions) 2. Customer satisfaction
and loyalty
A. Customer Identification Develop systems to capture positive
and Segmentation and negative customer feedback
and experiences, using tools such
1. Internal customers
as listening posts, focus groups,
Define internal customers complaints and warranty data,
and describe the impact an surveys, and interviews. Use
organization’s treatment of internal customer value analysis to calculate
customers will have on external the financial impact of existing
customers. Evaluate methods for customers and the potential results
influencing internal customers to of losing those customers. Develop
improve products, processes, and corrective actions and proactive
services and evaluate the results. methods to improve customer
(Evaluate) satisfaction, loyalty, and retention
levels. (Create)
2. External customers
Define external customers and 3. Customer service principles
describe their impact on products Demonstrate strategies that support
and services. Evaluate strategies customer service principles:
for working with them and courtesy, politeness, smiles,
integrating their requirements cheerfulness, attention to detail,
and needs to improve products, active listening, empathy, rapid
services, and processes. (Evaluate) response, and easy access for
information and service. (Apply)
3. Customer segmentation
Describe and assess the process 4. Multiple and diverse
of customer segmentation and its customer management
impact on aligning service and
Establish and monitor priorities
delivery to meet customer needs.
to avoid or resolve conflicting
(Evaluate)
customer requirements and
4. Qualitative assessment demands. Develop methods and
systems for managing capacity
Identify subjective information and resources to meet the needs
such as verbatim comments from of multiple customers. Describe
customers, observation records, the impact that diverse customer
and focus group output. Describe groups can have on all aspects of
how the subjective information product and service development
differs from objective measures and delivery. (Evaluate)
and determine when data should
be captured in categories rather
than numeric value. (Analyze)

Certified Manager of Quality/Organizational Excellence 13

 VI. Supply Chain Management G. Supplier Logistics and
Material Acceptance
(17 Questions) Describe the impact purchased products
A. Supplier Selection and Approval and services can have on final product
Define and outline criteria for selecting, assembly or total service package,
approving, and classifying suppliers, including ship-to-stock and just-in-time
including internal rating programs (JIT). Describe the incoming material
and external certification standards. inspections process. (Understand)
(Analyze)
VII. Training and Development
B. Supplier Risk Management
Assess and manage supplier risk and
(16 Questions)
the impact it may have on various A. Training Plans
internal processes of the organization. Develop and implement training plans
(Evaluate) that are aligned with the organization’s
strategic plan and general business
C. Supplier Communications needs, including leadership training
Prepare and implement specific and alignment of personal development
communication methods with suppliers, plans. (Create)
including regularly scheduled meetings
and routine and emergency reporting B. Training Needs Analysis
procedures. Direct, communicate, and Use various tools and techniques such
confirm explicit expectations so that as surveys, performance reviews,
the supplier is aware of critical product regulatory guidances, and gap
and delivery requirements. (Apply) analyses to identify and assess
training needs. (Evaluate)
D. Supplier Performance
Define, assess, and monitor supplier C. Training Materials,
performance in terms of quality, Development, and Delivery
cost, delivery, and service levels,
Use various tools, resources, and
and establish associated metrics
methodologies to develop training
for defect rates, product reliability,
materials and curriculum that address
functional performance, timeliness,
adult learning principles and the
responsiveness, and availability of
learning needs of an increasingly
technical support. (Evaluate)
diverse workforce. Describe various
methods of training delivery: classroom,
E. Supplier Improvement workbooks, simulations, computer-
Define and conduct supplier audits, delivered, on-the-job, and self-directed.
evaluate corrective and preventive Use mentoring and coaching to support
action plans, provide feedback, training outcomes. (Apply)
and monitor process improvements.
(Evaluate) D. Training Effectiveness
and Evaluation
F. Supplier Certification, Assess training effectiveness and
Partnerships, and Alliances make improvements based on
Define, appraise, and implement feedback from training sessions,
supplier certification programs end-of-course test results, on-the-job
that include process reviews and behavior or performance changes,
performance evaluations. Outline and departmental or area performance
strategies for developing customer- improvements. (Evaluate)
supplier partnerships and alliances.
(Evaluate)

14 Certified Manager of Quality/Organizational Excellence

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 | Recall or recognize terms, EVALUATE | Make judgments about

definitions, facts, ideas, materials, patterns, the value of proposed ideas, solutions,
sequences, methods, principles, etc. etc., by comparing the proposal to
specific criteria or standards.
UNDERSTAND | Read and understand
descriptions, communications, reports, CREATE | Put parts or elements
tables, diagrams, directions, regulations, etc. together in such a way as to reveal
a pattern or structure not clearly there
APPLY | Know when and how to use before; identify which data or information
ideas, procedures, methods, formulas, from a complex set is appropriate to
principles, theories, etc. examine further or from which supported
conclusions can be drawn.
ANALYZE | 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.

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Certified Manager of Quality/Organizational Excellence 15

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2019 CMQ/OE BoK

Item B0070