CMQ/OE

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 a written
examination that consists of
multiple-choice questions that
measure comprehension of
the body of knowledge.

2 Certified Manager of Quality/Organizational Excellence

 INFORMATION
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 Paper and Pencil – The CMQ/

Computer Delivered – The CMQ/ OE examination is a two-part,
OE examination is a two-part, 150-multiple-choice-question,
165-multiple-choice-question, four- two-constructed-response (essay)-
and-a-half-hour exam and is offered question, four-hour exam and
in English only. One hundred and is offered in English only.
fifty questions are scored and 15 are
unscored. There are two constructed
response (essay) questions.

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 a Manager of Quality/Organizational
You must have 10 years of on-the- Excellence, as long as the 10-year
job experience in one or more of the minimum requirement is met.
areas of the Certified Manager of If you have completed a degree
Quality/Organizational Excellence from a college, university, or technical
Body of Knowledge. A minimum of school with accreditation accepted by
five years of this experience must be ASQ, part of the 10-year experience
in a decision-making position, defined requirement will be waived (only one
as the authority to define, execute, or of these waivers may be claimed):
control projects/processes and to be
• Diploma from a technical
responsible for the outcome. This may
or trade school—one
or may not include management or
year waived
supervisory positions.
• Associate’s degree—
If you’ve been certified by ASQ as
two years waived
a Quality Auditor (CQA), Reliability
Engineer (CRE), Software Quality • Bachelor’s degree—
Engineer (CSQE), Certified Supplier four years waived
Quality Professional (CSQP), or
• Master’s or doctorate—
Quality Engineer (CQE), experience
five years waived
used to qualify for certification in
these fields applies to certification as

4 Certified Manager of Quality/Organizational Excellence

*Degrees or diplomas from • Must help develop measure-
educational institutions outside ment systems to determine
the United States must be organizational improvement.
equivalent to degrees from
• Must motivate and evaluate
U.S. educational institutions.
staff, and manage projects
and human resources.
Minimum Expectations
• Must be a professional • Must analyze financial
who leads and champions situations, determine and
process improvement initiatives evaluate risk, and employ
in organizations that can have knowledge management tools
regional or global focus in and techniques in resolving
a variety of product or organizational challenges.
service settings.
• Must lead team efforts
to establish and monitor
customer/supplier relations,
and support strategic planning
and deployment initiatives.

Certified Manager of Quality/Organizational Excellence 5

 BODY OF KNOWLEDGE
Certified Manager of
Quality/Organizational Excellence (CMQ/OE)
Topics in this 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 (25 Questions) 3. Change management

Use various change management
A. Organizational Structures strategies to overcome organiza-
Define and describe organizational tional roadblocks and achieve
designs (i.e., matrix, flat, and parallel) desired change levels, and
and the effect that a hierarchical review outcomes for effectiveness.
management structure can have Define and describe factors that
on an organization. (Apply) 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 to resolve a problem or
2. Roles and move a project forward. (Create)
responsibilities of managers
Describe typical roles, respon- 5. Empowerment
sibilities, and competencies of Apply various techniques
people in management positions to empower individuals and
and how those attributes contrib- teams. Identify typical obstacles
ute to an organization’s success. to empowerment and appropriate
(Analyze) strategies for overcoming them.
Describe and distinguish

6 Certified Manager of Quality/Organizational Excellence

 between job enrichment and job II. Strategic Plan
enlargement, job design and job
tasks. (Apply) Development and
Deployment (18 Questions)
C. Teams and Team Processes
A. Strategic Planning Models
1. Types of teams
Define, describe, and use basic
Identify different types of elements of strategic planning models,
teams and their purpose, including how mission, vision, and
including process improvement, values as guiding principles relate
self-managed, temporary or ad to the plan. (Apply)
hoc (special project), and work
groups or workcells. (Understand)
B. Business Environment Analysis
2. Stages of team development 1. SWOT analysis
Define and describe the classic Analyze an organization’s strengths,
stages of team development: weaknesses, opportunities, and
forming, storming, norming, threats, and develop and prioritize
performing. (Apply) actions to take in response to that
analysis. Identify and analyze risk
3. Team-building techniques factors that can influence strategic
Apply basic team-building steps plans. (Analyze)
such as using ice-breaker activities
to enhance team introductions 2. Market forces
and membership, developing a Define and describe various
common vision and agreement forces that drive strategic plans,
on team objectives, identifying including existing competition, the
and assigning specific roles on entry of new competitors, rivalry
the team. (Apply) among competitors, the threat
of substitutes, bargaining power
4. Team roles and responsibilities of buyers and suppliers, current
Define and describe typical economic conditions, and how
roles related to team support well the organization is positioned
and effectiveness such as for growth and changing customer
facilitator, leader, process expectations. (Apply)
owner, champion, project
manager, and contributor. 3. Stakeholder analysis
Describe member and leader Identify and differentiate various
responsibilities with regard internal and external stakeholders,
to group dynamics, including as well as their perspectives,
keeping the team on task, needs, and objectives to ensure
recognizing hidden agendas, that the organization’s strategic
handling disruptive behavior, objectives are aligned with those
and resolving conflict. (Analyze) of the stakeholders. (Analyze)

5. Team performance and evaluation 4. Technology

Evaluate team performance in Describe how changes in
relation to established metrics technology can have long-
to meet goals and objectives. and short-term influences on
Determine when and how to strategic planning. (Understand)
reward teams and celebrate
their success. (Evaluate) 5. Internal capability analysis
Identify and describe the effects
D. ASQ Code of Ethics that influence an organization’s
Identify and apply behaviors internal capabilities: human
and actions that comply with this resources, facilities capacity,
code. (Apply) and operational capabilities.
Analyze these factors in relation
to strategy formation. (Analyze)

Certified Manager of Quality/Organizational Excellence 7

 6. Legal and regulatory factors 2. Management theories and styles
Define and describe how these Define and describe management
factors can influence strategic theories such as scientific, orga-
plans. (Understand) nizational, behavioral, learning,
systems thinking, and situational
C. Strategic Plan Deployment complexity. Define and describe
management styles such as auto-
1. Tactical plans cratic, participative, transactional,
Identify basic characteristics transformational, management by
of tactics: specific, measurable, fact, coaching, and contingency
attainable, relevant, time-specific, approach. Describe how manage-
and linked to strategic objectives. ment styles are influenced by an
Evaluate proposed plans to organization’s size, industry sector,
determine whether they meet culture, and competitors. (Apply)
these criteria. (Evaluate)
3. Interdependence
2. Resource allocation of functional areas
and deployment Describe the interdependence of
Evaluate current resources to an organization’s areas (human
ensure they are available and resources, engineering, sales,
deployed in support of strategic marketing, finance, research
initiatives. Identify and eliminate and development, purchasing,
administrative barriers to new information technology, logistics,
initiatives. Ensure that all internal production, and service) and
stakeholders understand the how those dependencies and
strategic plan and have the relationships influence processes
competencies and resources and outputs. (Understand)
to carry out their responsibilities.
(Evaluate) 4. Human resources
(HR) management
3. Organizational
Apply HR elements in support
performance measurement of ongoing professional
Develop these measures and development: setting goals
ensure that they are aligned and objectives, conducting
with strategic goals, and use performance evaluations,
the measures to evaluate the developing recognition
organization against the strategic programs, ensuring that
plan. (Evaluate) succession plans are in place
where appropriate. Develop
4. Quality in strategic deployment quality-supportive responsibilities
Support strategic plan deployment to include in job descriptions
by applying continuous improve- for positions throughout the
ment and other quality initiatives organization. (Apply)
to drive performance outcomes
throughout the organization. 5. Financial management
(Create) Read, interpret, and use various
finance tools including income
III. Management Elements and statements, balance sheets, and
product/service cost structures.
Methods (30 Questions) Manage budgets and use the
language of cost and profitability
A. Management Skills and Abilities to communicate with senior
1. Principles of management management. Use potential return
Define and apply basic on investment (ROI), estimated
management principles such return on assets (ROA), net present
as planning, leading, delegating, value (NPV), internal rate of return
controlling, organizing, and (IRR), and portfolio analysis to
allocating resources. (Apply) analyze project risk, feasibility,
and priority. (Analyze)

8 Certified Manager of Quality/Organizational Excellence

 6. Risk management 4. Communications and technology
Identify the kinds of risk Identify how technology
that can occur throughout has affected communications,
the organization, from such including improved information
diverse processes as scheduling, availability, its negative
shipping/receiving, financials, influence on interpersonal
production and operations, communications, and the new
employee and user safety, etiquette for e-communications.
regulatory compliance and Use appropriate communication
changes. Describe and use risk methods to deliver different kinds
control and mitigation methods: of messages in a variety of
avoidance, reduction, prevention, situations. (Apply)
segregation, and transfer. (Apply)
C. Project Management
7. Knowledge management (KM)
1. Project management basics
Use KM techniques in identifying
core competencies that create a Use project management
culture and system for collecting methodology and ensure that
and sharing implicit and explicit each project is aligned with
knowledge among workers, strategic objectives. Define the
customers, competitors, and different phases of a project:
suppliers. Capture lessons initiation, planning, execution,
learned and apply them across monitoring and controlling, and
the organization to promote closure. Recognize the importance
best practices. Identify typical of keeping the project on time,
knowledge-sharing barriers and and within budget. (Apply)
how to overcome them. (Apply)
2. Project planning
and estimation tools
B. Communication Skills and Abilities
Use tools such as risk assessment,
1. Communication techniques benefit-cost analysis, critical path
Define and apply various modes method (CPM), Gantt chart,
of communication used within PERT, and work breakdown
organizations, such as, verbal, structure (WBS) to plan projects
nonverbal, written, and visual. and estimate related costs. (Apply)
Identify factors that can inhibit
clear communication and describe 3. Measure and
ways of overcoming them. (Apply) monitor project activity
Use tools such as cost variance
2. Interpersonal skills analysis, milestones, and actual
Develop skills in empathy, tact, vs. planned budgets to monitor
friendliness, and objectivity. Use project activity against project plan.
open-minded and nonjudgmental (Evaluate)
communication methods. Develop
and use a clear writing style, 4. Project documentation
active listening, and questioning Use written procedures and project
and dialog techniques that support summaries to document projects.
effective communication. (Apply) (Apply)
3. Communications in
a global economy
D. Quality System
Identify key challenges of 1. Quality mission and policy
communicating across different Develop and monitor the quality
time zones, cultures, languages, mission and policy and ensure that
terminology, and business it is aligned with the organization’s
practices, and identify ways of broader mission. (Create)
overcoming them. (Understand)

Certified Manager of Quality/Organizational Excellence 9

 2. Quality planning, IV. Quality Management
deployment, and documentation
Develop and deploy the quality plan
Tools (30 Questions)
and ensure that it is documented A. Problem-Solving Tools
and accessible throughout the
organization. (Create) 1. The seven classic quality tools
Select, interpret, and evaluate
3. Quality system effectiveness output from these tools: Pareto
Evaluate the effectiveness of the charts, cause and effect diagrams,
quality system using various tools: flowcharts, control charts, check
balanced scorecard, internal audits, sheets, scatter diagrams, and
feedback from internal and external histograms. (Evaluate)
stakeholders, skip-level meetings,
warranty data analytics, product 2. Basic management
traceability and recall reports, and and planning tools
management reviews. (Evaluate) Select, interpret, and evaluate
output from these tools: affinity
E. Quality Models and Theories diagrams, tree diagrams, process
decision program charts (PDPCs),
1. Performance excellence models matrix diagrams, prioritization
Define and describe common matrices, interrelationship
elements and criteria of digraphs, and activity network
performance excellence models diagrams. (Evaluate)
such as the Malcolm Baldrige
National Quality Award 3. Process improvement tools
(MBNQA), Excellence Canada, Select, interpret, and apply tools
and the European Excellence such as root cause analysis,
Award (EFQM). Describe PDCA, Six Sigma DMAIC (define,
how their criteria are used as measure, analyze, improve,
management models to improve control), and failure mode and
processes at an organization effects analysis (FMEA). (Evaluate)
level. (Understand)
4. Innovation and creativity tools
2. ISO quality Use various techniques and
management standards exercises for creative decision
Define and describe how the making and problem solving,
ISO 9001 standards can be used including brainstorming, mind
to support quality management mapping, lateral thinking, critical
systems. (Understand) thinking, the 5 whys, and Design
for Six Sigma (DFSS). (Apply)
3. Other quality methodologies
Describe and differentiate methods 5. Cost of quality (COQ)
such as total quality management Define and distinguish between
(TQM), continuous improvement, prevention, appraisal, internal,
and benchmarking. (Apply) and external failure cost categories
and evaluate the impact that
4. Quality philosophies changes in one category will have
Describe and apply basic on the others. (Evaluate)
methodologies and theories
proposed by quality leaders B. Process Management
such as Shewhart, Deming,
Juran, Crosby, Feigenbaum, 1. Process goals
and Ishikawa. (Apply) Describe how process goals
are established, monitored, and
measured and evaluate their
impact on product or service
quality. (Evaluate)

10 Certified Manager of Quality/Organizational Excellence

 2. Process analysis deviation, and variance). Identify
Use various tools to analyze basic distribution types (normal,
a process and evaluate its bimodal, skewed) and evaluate
effectiveness on the basis of run charts, statistical process
procedures, work instructions, control (SPC) reports, and other
and other documents. Evaluate control charts to make data-based
the process to identify and relieve decisions. (Evaluate)
bottlenecks, increase capacity,
improve throughput, reduce 4. Measurement systems analysis
cycle time, and eliminate waste. Define basic measurement
(Evaluate) terms: accuracy, precision, bias,
and linearity. Understand the
3. Lean tools difference between repeatability
Identify and use lean tools such and reproducibility in gauge R&R
as cycle-time reduction, 5S, just- studies. (Understand)
in-time (JIT), kanban, value stream
mapping, single-minute exchange 5. Trend and pattern analysis
of die (SMED), poke-yoke, Interpret graphs and charts
kaizen, and overall equipment to identify cyclical, seasonal,
effectiveness (OEE). (Apply) and environmental data trends.
Evaluate control chart patterns to
4. Theory of constraints (TOC) determine shifts and other trend
Define key concepts of TOC: indicators in a process. (Evaluate)
systems as chains, local vs.
system optimization, physical vs. 6. Process variation
policy constraints, undesirable Analyze data to distinguish
effects vs. core problems, and between common and special
solution deterioration. Classify cause variation. (Analyze)
constraints in terms of resources
and expectations as defined 7. Process capability
by measures of throughput, Recognize process capability
inventory, and operating expense. (Cp and Cpk,) and performance
(Understand) indices (Pp and Ppk). (Understand)

C. Measurement: 8. Reliability terminology

Assessment and Metrics Define and describe basic
reliability measures: mean time
1. Basic statistical use between failures (MTBF) and
Use techniques such as the goal- mean time to repair (MTTR).
question-metric (GQM) model and Understand the value of reliability
others to identify when, what, for estimating the probability of
and how to measure projects and being able to meet requirements
processes. Describe how metrics or specifications, typically for a
and data gathering methods affect specific period of time. NOTE:
resources and vice versa. (Apply) Reliability calculations will not be
tested. (Understand)
2. Sampling
Define and describe basic 9. Qualitative assessment
sampling techniques such as Identify subjective measures
random and stratified. Identify such as verbatim comments from
when and why sampling is an customers, observation records,
appropriate technique to use. and focus group output. Describe
(Understand) how they differ from objective
measures, and determine when
3. Statistical analysis measurements should be captured
Calculate basic statistics: measures in categories rather than numeric
of central tendency (mean, value. (Analyze)
median, mode), and measures
of dispersion (range, standard

Certified Manager of Quality/Organizational Excellence 11

 V. Customer-Focused needs in relation to products and
services offered. Use the results
Organizations of the analysis to prioritize future
(17 Questions) development in anticipation
of changing customer needs.
A. Customer Identification (Analyze)
and Segmentation
2. Customer satisfaction and loyalty
1. Internal customers Develop systems to capture
Define and describe the impact an positive and negative customer
organization’s treatment of internal perceptions and experiences
customers will have on external using tools such as voice of the
customers. Develop methods for customer, listening posts, focus
energizing internal customers to groups, complaints and warranty
improve products, processes, and data, surveys, and interviews.
services and evaluate the results. Use customer value analysis to
(Evaluate) calculate the financial impact
of existing customers and the
2. External customers potential results of losing those
Define external customers and customers. Develop corrective
describe their impact on products actions and proactive methods
and services. Develop strategies to improve customer satisfaction,
for working with them and loyalty, and retention levels.
integrating their requirements (Create)
and needs to improve products,
services, and processes. (Evaluate) 3. Customer service principles
Develop and deploy strategies
3. Customer segmentation that support customer service
Define and describe the process principles: courtesy, politeness,
of customer segmentation and its smiles, cheerfulness, attention to
impact on aligning service and detail, active listening, empathy,
delivery to meet customer needs. rapid response, and easy access
(Evaluate) for information and service.
(Apply)
B. Customer Relationship Management
4. Multiple and diverse
1. Customer needs
customer management
Use quality function deployment
Establish and monitor priorities
(QFD) to analyze customer
to avoid or resolve conflicting

12 Certified Manager of Quality/Organizational Excellence

 customer requirements and F. Supplier Logistics
demands. Develop methods and and Material Acceptance
systems for managing capacity Describe the impact that purchased
and resources to meet the needs products and services can have
of multiple customers. Describe on final product assembly or total
the impact that diverse customer service package, including ship-to-
groups can have on all aspects of stock and just-in-time (JIT). Plan and
product and service development conduct incoming material inspections.
and delivery. (Evaluate) (Understand)

VI. Supply Chain Management VII. Training and Development

(15 Questions) (15 Questions)
A. Supplier Selection A. Training Plans
Define, develop, and use criteria Develop and implement training plans
for selecting suppliers, including that are aligned with the organization’s
internal rating programs and external strategic plan and general business
certification standards. Assess and needs, including leadership
manage the impact these programs training and alignment of personal
can have on various internal processes development plans. (Create)
of the organization. (Create)
B. Training Needs Analysis
B. Supplier Communications
Use various tools and techniques such
Develop and implement specific as surveys, performance reviews,
communication methods with suppliers, regulatory guidances, and gap
including regularly scheduled analysis to identify training needs.
meetings and routine and emergency (Create)
reporting procedures. Develop explicit
expectations and confirm that the
supplier is aware of critical product C. Training Materials,
and delivery requirements. (Create) Development, and Delivery
Use various tools, resources, and
C. Supplier Performance methodologies to develop training
Define, develop, and monitor supplier materials and curriculum that address
performance in terms of quality, adult learning principles and the
cost, delivery, and service levels, learning needs of an increasingly
and establish associated metrics diverse workforce. Describe various
for defect rates, product reliability, methods of training delivery:
functional performance, timeliness, classroom, workbooks, simulations,
responsiveness, and availability of computer-delivered, on-the-job, and
technical support. (Create) self-directed. Use mentoring and
coaching to support training outcomes.
(Apply)
D. Supplier Improvement
Define and conduct supplier audits,
evaluate corrective and preventive
D. Training Effectiveness
action plans, provide feedback, and Evaluation
and monitor process improvements. Assess training effectiveness and
(Create) make improvements based on
feedback from training sessions,
E. Supplier Certification, end-of-course test results, on-the-job
behavior or performance changes,
Partnerships, and Alliances and departmental or area performance
Define and implement supplier improvements. (Create)
certification programs that include
process reviews and performance
evaluations. Identify strategies
for developing customer-supplier
partnerships and alliances. (Create)

Certified Manager of Quality/Organizational Excellence 13

 Topics for the Constructed- CR-3. Management
Demonstrate management abilities
Response (Essay) Portion in human resources, financial,
risk, and knowledge management
of the Certified Manager applications. Use effective
of Quality/Organizational communication methods in various
situations to support continuous
Excellence Exam improvement efforts. Select and use
appropriate tools and methodologies
Candidates will be presented to plan, implement, and evaluate
with three open-ended questions projects. Develop, deploy, and
evaluate quality plans that can be
from which they can select the two used throughout the organization.
that they prefer to answer. Candidates Evaluate and recommend appropriate
will have 45 minutes in which to write quality models or systems to
implement in various situations.
responses to the two chosen situations.
Prior to the start of the constructed- CR-4. Customer Focus
response portion of the exam, Identify and segment customers
using a variety of criteria and tools.
candidates will be given five minutes Identify and prioritize product or
to review and select their situations. service design and development on
Candidates may split their time spent the basis of customer requirements
and feedback. Solicit customer
on the problems as they like. Their input proactively and combine with
responses will be graded on their market analysis and other research
knowledge of quality management to achieve organizational goals. Use
customer expectations and feedback
as it relates to the content areas listed to manage continuous improvement
below and in the following skills projects.
and abilities: communication, critical CR-5. Supplier Management
thinking, personnel management, Develop and deploy supplier
general management. management systems from selection
process through partnership
agreements, including mutually
beneficial continuous improvement
CR-1. Leadership programs. Identify methods for
Demonstrate knowledge of assessing supplier performance at
the quality manager’s role in various levels of customer-supplier
organizational leadership and relationships.
as quality champion and customer
advocate. Deploy change agent CR-6. Training and Development
strategies in support of organization- Demonstrate knowledge and ability
wide continuous improvement efforts. in developing, implementing, and
Develop teams and participate on evaluating needs assessment, training
them in various roles. delivery methods, and outcomes of
training efforts.
CR-2. Strategy Development
and Deployment
Develop and maintain organizational
focus on the importance of quality
and performance excellence. Create
quality policies and procedures
in support of the strategic plan,
and integrate those policies and
processes into the tactics developed
to support the strategic plan.

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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Item B0070