CERTIFIED MANAGER OF QUALITY/

ORGANIZATIONAL EXCELLENCE

Certified Manager of
Quality/Organizational Excellence
Quality excellence to enhance your career
and boost your organization’s bottom line

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.

Certified Manager of Quality/Organizational Excellence

The Certified Manager of Quality/Organizational Excellence is
a professional who leads and champions process-improvement
Information
and deployment initiatives, and helps develop measurement
systems to determine organizational improvement.
initiatives—everywhere from small businesses to multinational
The Certified Manager of Quality/Organizational Excellence
corporations—that can have regional or global focus in a
should be able to motivate and evaluate staff, manage projects
variety of service and industrial settings.
and human resources, analyze financial situations, determine
A Certified Manager of Quality/Organizational Excellence and evaluate risk, and employ knowledge management tools
facilitates and leads team efforts to establish and monitor and techniques in resolving organizational challenges.
customer/supplier relations, supports strategic planning
Proof of Professionalism • The signatures of two persons—ASQ members, that measure comprehension of the Body of Knowledge.
Proof of professionalism may be demonstrated in one of members of an international affiliate society, or The Manager of Quality/Organizational Excellence
three ways: members of another recognized professional society— examination is a four-hour, two-part examination–150
verifying that you are a qualified practitioner of the multiple-choice questions and two constructed-response
• Membership in ASQ, an international affiliate society quality sciences. (essay) questions. It is offered in English.
of ASQ, or another society that is a member of the
American Association of Engineering Societies or the Examination
Accreditation Board for Engineering and Technology. Each certification candidate is required to pass a written
examination that consists of multiple-choice questions
• Registration as a Professional Engineer.
Education and/or Experience Quality Engineer, experience used to qualify for • Associate degree—two years waived
You must have 10 years of on-the-job experience in certification in these fields applies to certification as a • Bachelor’s degree—four years waived
one or more of the areas of the Certified Manager of Manager of Quality/Organizational Excellence, as long
as the 10-year minimum requirement is met. • Master’s or doctorate—five years waived
Quality/Organizational Excellence Body of Knowledge.
A minimum of five years of this experience must be in Degrees or diplomas from educational institutions
If you have completed a degree from a college,
a decision-making position, defined as the authority to outside the United States must be equivalent to degrees
university, or technical school with accreditation
define, execute, or control projects/processes and to be from U.S. educational institutions.
accepted by ASQ, part of the 10-year experience
responsible for the outcome. This may or may not requirement will be waived (only one of these waivers For comprehensive exam information on Manager of
include management or supervisory positions. may be claimed): Quality/Organizational Excellence certification, visit
If you’ve been certified by ASQ as a Quality Auditor, • Diploma from a technical or trade school—one year www.asq.org/certification.
Reliability Engineer, Software Quality Engineer, or will be waived

Body of Knowledge
Certified Manager of Quality/Organizational Excellence
The 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 (25 Questions) C Teams and Team Processes how mission, vision, and guiding principles relate
1. Types of teams to the plan. (Apply)
A. Organizational Structures and Culture
Identify different types of teams (e.g., process B. Business Environment Analysis
1. Organizational structures
improvement, self-managed, temporary/ad hoc, 1. SWOT analysis
Define and describe basic organizational
work groups, cellular, special project) and their Analyze an organization’s strengths, weaknesses,
designs: matrix, flat, parallel, etc., as well
purpose. (Understand) opportunities, and threats, and develop and
as the management hierarchy and its influence
in an organization. (Understand) 2. Stages of team development prioritize actions to take as a result. (Analyze)
Define and describe the classic stages of team 2. Market forces
2. Organizational culture
Define and describe characteristics of an development: forming, storming, norming, Define and describe various forces that
organization that determine or underlie its performing. (Apply) drive strategic plans including entry of new
culture. (Understand) 3. Team-building techniques competitors, rivalry among existing competitors,
B. Leadership Challenges Apply basic team-building steps such as threat of substitutes, bargaining power of buyers
1. Roles and responsibilities of leaders holding an introductory meeting in which team and suppliers, etc. (Apply)
Describe typical roles, responsibilities, and members share information about themselves, 3. Stakeholder analysis
competencies of people in leadership positions using ice-breaker activities to enhance team Identify and differentiate the needs of various
and how those attributes influence an membership, developing a common vision and stakeholders to ensure alignment with the
organization’s direction and purpose. (Analyze) agreement on team objectives, identifying and organization’s strategic objectives. (Analyze)
assigning specific roles on the team, etc. (Apply)
2. Roles and responsibilities of managers 4. Technology
Describe typical roles, responsibilities, and 4. Team roles and responsibilities Describe the effects that changes in technology
competencies of people in management Define and describe typical roles related to team can have on strategy formation. (Understand)
positions and how those attributes contribute support and effectiveness (e.g., facilitator, leader,
process owner, champion, project manager, 5. Internal capability analysis
to an organization’s success. (Analyze) Describe the effects an organization’s internal
contributor, etc.) and responsibilities with regard
3. Change management to various group dynamics, such as recognizing capabilities (e.g., human resources, capacity,
Use various change management strategies to hidden agendas, handling distractions and operational capabilities, etc.) can have on
overcome organizational roadblocks and achieve disruptive behavior, keeping on task, etc. strategy formation. (Understand)
desired change levels, and review outcomes for (Analyze) 6. Legal and regulatory factors
effectiveness. (Evaluate)
5. Team performance and evaluation Define and describe legal and regulatory
4. Motivating, influencing, negotiating, resolving factors that can influence strategy formation.
Evaluate teams in relation to established goals
Apply techniques that support and sustain (Understand)
and objectives and determine when, why, and
employee enthusiasm, and implement strategies
how to reward teams and celebrate their success. C. Strategic Plan Deployment
that enable parties with different or opposing
(Evaluate) 1. Action plans
outlooks to recognize common goals and work
D. ASQ Code of Ethics Identify basic characteristics of tactics (e.g.,
together to achieve them. (Create)
Identify and apply behaviors and actions that specific, measurable/quantifiable, timely, linked
5. Empowerment to strategic objective, etc.) for translating strategic
comply with this code. (Apply)
Apply various techniques to empower individuals objectives into action, and determine whether
and teams, identify typical obstacles to empower- II Strategic Plan Development proposed plans meet these criteria. (Evaluate)
ment and appropriate strategies for overcoming and Deployment (15 Questions)
them, and distinguish between various techniques 2. Resource allocation and deployment
A. Strategic Planning Models Evaluate current resources to ensure they are
used to achieve empowerment, such as job Define, describe, and use basic elements of
enrichment and job enlargement, job design available and deployed in support of strategic
systematic strategic planning models, including initiatives. Identify and eliminate administrative
and job tasks, etc. (Apply)
 barriers to new initiatives. Ensure that all techniques (e.g., clear writing, active listening, IV Quality Management Tools (28 Questions)
stakeholders understand the plan and have the open- and closed-questioning, etc.) to support
A. Problem-Solving Tools
skills necessary to carry out their responsibilities. effective communication. (Apply)
1. The seven classic quality tools
Identify advocates/cheerleaders for the plan and 2. Communications in a global economy Select, interpret, and apply these tools (Pareto
assign them initial activities and Identify key challenges of communicating across charts, cause and effect diagrams, flowcharts,
leadership roles. (Evaluate) different time zones, cultures, languages, and control charts, check sheets, scatter diagrams,
3. Organizational performance measurement business practices, and identify ways of histograms) in various situations. (Create)
Design and use performance measures to drive overcoming them. (Understand) 2. Basic management and planning tools
and monitor organizational performance, and 3. Communications and technology Select, interpret, and apply these tools (affinity
evaluate the results in relation to the plan. Identify how technology has affected diagrams, tree diagrams, process decision
(Create) communications, including improved program charts (PDPCs), matrix diagrams,
4. Quality function in strategic deployment information availability, its negative influence interrelationship digraphs, prioritization matrices,
Represent the quality function in support of on interpersonal communications, the new activity network diagrams) in various situations.
strategic plan deployment, and ensure that the etiquette for electronic communications, etc. (Evaluate)
voice of the customer is addressed throughout Use appropriate communication methods to 3. Process improvement tools
the process. (Create) deliver different kinds of messages in a variety Select, interpret, and apply tools such as root-
III Management Elements and Methods of situations. (Analyze) cause analysis, PDCA, Six Sigma DMAIC model,
(32 Questions) C. Project Management failure mode and effects analysis (FMEA),
1. Project management tools statistical process control (SPC), in various
A. Management Skills and Abilities Use benefit-cost analysis, potential return on situations. (Evaluate)
1. Principles of management investment (ROI), estimated return on assets
Define and apply basic management 4. Innovation and creativity tools
(ROA), net present value (NPV), internal rate Use various techniques and exercises for
principles (e.g., planning, leading, delegating, of return (IRR), portfolio analysis, risk assessment,
controlling, organizing, staffing, etc.) in creative decision making and problem solving,
etc., to analyze project risk, feasibility, and including brainstorming, mind mapping, lateral
various situations. (Apply) priority. (Analyze) [NOTE: Calculations for ROI thinking, critical thinking, design for Six Sigma
2. Management theories, styles, and tools and ROA are covered in III. A. 5. ] (DFSS), etc. (Apply)
Define and describe classic studies such as
2. Project planning and estimation tools 5. Cost of quality (COQ)
MacGregor’s Theory X and Y, Ouchi’s Theory
Use tools such as critical path method (CPM), Define and distinguish between prevention,
Z, Herzberg’s two-factor theory, and other
Gantt chart, PERT, work breakdown structure appraisal, internal, and external failure cost
theories of management style, and describe
(WBS), activity network diagram (AND), etc., to categories and the impact that changes in one
how management styles are influenced by
plan projects and estimate related costs. (Apply) category will have on the others. (Evaluate)
organization size, industry sector, competitive
position, etc. Identify basic elements of behavior 3. Measure and monitor project activity B. Process Management
tools used by managers such as the Myers- Use tools such as cost variance analysis, 1. Process goals
Briggs type indicator, the dominance, influence, milestones, actual vs. planned budgets, etc., Describe how process goals are established,
steadiness, conscientiousness (DiSC) model, to monitor project activity against project monitored, and measured and what impact they
etc. (Apply) plan. (Evaluate) will have on product or service quality. (Evaluate)
3. Interdependence of functional areas 4. Project documentation 2. Process analysis
Describe the interdependence of an organiza- Use written procedures, project summaries, Use process mapping, flowcharting, and other
tion’s departments or functional areas such as lessons learned, etc., to document projects. visual aids to analyze a process and compare it
human resources (HR), engineering, sales, (Apply) to written procedures, work instructions, and
marketing, finance, research and development D. Quality System other documents. (Evaluate)
(R&D), purchasing, information technology (IT), 1. Quality mission and policy 3. Lean tools
logistics, production, service, etc. (Understand) Develop and monitor the quality mission Identify and apply lean tools and processes such
4. Human resources (HR) management and policy and ensure alignment with the as cycle-time reduction, 5 Ss, just-in-time (JIT),
Use basic HR management techniques for organization’s broader mission. (Create) kanban, value streams, etc. (Understand)
employee selection and professional development 2. Quality planning, deployment, and 4. Theory of constraints (TOC)
including coaching, setting goals and objectives, documentation Define key concepts of TOC including local
conducting performance evaluations, developing Develop and deploy the quality plan and ensure vs. system optimization, physical vs. policy
recognition programs, etc., and ensure that that it is documented and accessible throughout constraints, throughput, etc., and classify various
quality responsibilities are present in job the organization. (Create) types of constraints such as finite resources,
descriptions throughout the organization. (Apply) increased expectations, etc. (Understand)
3. Quality system effectiveness
5. Financial management Use various tools to evaluate the effectiveness C. Measurement: Assessment and Metrics
Read, interpret, and use various finance tools of the quality system, including balanced 1. Basic statistical use
including income statements, balance sheets, scorecard, skip-level meetings, management Use techniques such as the goal-question-metric
product/service cost structures, etc. Manage reviews, internal audits, feedback from (GQM) model and others to identify when, what,
budgets, calculate return on investments (ROI) and how to measure projects and processes.
internal and external customers, warranty
or assets (ROA), and use the language of Describe how metrics and data gathering
data, traceability and product recall process
cost/profitability to communicate with senior methods affect people and vice versa. (Apply)
reviews, etc. (Evaluate)
management. (Analyze)
E. Quality Models and Theories 2. Sampling
6. Risk management Define and describe basic sampling techniques
1. MBNQA Criteria for Performance Excellence
Describe and use basic techniques for risk (e.g., random, stratified, etc.) and when
Define and describe how the Malcolm Baldrige
identification, control, and mitigation. (Apply) sampling is appropriate. (Understand)
National Quality Award (MBNQA) criteria are
7. Knowledge management used as a management model in support of 3. Statistical analysis
Use knowledge management techniques to performance excellence. (Apply) Apply basic statistical techniques (e.g.,
identify and collect internal knowledge (core measures of central tendency, range, variance,
2. ISO and other third-party standards
competencies) and best practices, to understand types of distribution, check sheet output) to data
and share lessons learned, and to adapt and use Define and describe how ISO standards
can be used to support quality management sets, charts, and other data summaries to monitor
such knowledge in new situations. Identify typical processes and make data-based decisions.
organizational hurdles that must be overcome in systems. (Understand)
(Evaluate) [NOTE: Statistical process control (SPC)
order to implement these techniques. (Apply) 3. Other quality methodologies applications are covered in IV. A. 3.]
B. Communication Skills and Abilities Describe and differentiate programs such as total
quality management (TQM), continuous quality 4. Trend and pattern analysis
1. Communication basics Read and interpret data sets, graphs, charts,
Define communication and its role in improvement (CQI), Six Sigma, benchmarking,
etc. (Apply) etc., and identify various trends such as cyclical,
organizations, including characteristics of a seasonal, environmental, etc., and patterns such
conducive communication environment and 4. Quality philosophies as shifts, etc. (Evaluate)
what factors inhibit communication. Describe Define and describe the basic methodologies and
nonverbal communication factors and what they theories proposed by quality leaders such as 5. Theory of variation
convey. Use interpersonal skills (e.g., empathy, Deming, Juran, Crosby, Feigenbaum, Ishikawa, Differentiate between common and special
tact, open-mindedness, friendliness, etc.) and and others. (Apply) causes of variation. (Analyze)
 6. Process capability that diverse customer groups can have on all Topics for the Constructed-Response (Essay)
Determine the capability of a process in terms aspects of product and service development and
of Cp and Cpk indices. (Evaluate) delivery. (Evaluate)
Portion of the Certified Manager of
7. Reliability and validity
Quality/Organizational Excellence Exam
VI Supply Chain Management (15 Questions)
Use measurement theories of reliability and Candidates will be presented with three open-ended
A. Supplier Selection questions from which they can select the two that they
validity (including content-, construct-, and
Define and develop selection criteria such as prefer to answer. Candidates will have 45 minutes in
criterion-based measures) to guide the
rating programs, external certification standards, which to write responses to the two chosen situations.
development of survey instruments and to support
etc., and identify and manage their impact on Prior to the start of the constructed-response portion
inferences about the data gathered by them.
various internal processes of the organization. of the exam, candidates will be given five minutes to
(Analyze)
(Evaluate) review and select their situations. Candidates may
8. Qualitative assessment
B. Supplier Communications split their time spent on the problems as they like.
Identify subjective measures (e.g., verbatim
Design and implement techniques for Their responses will be graded on their knowledge
comments from customers, observation records,
communicating with suppliers including scheduled of quality management as it relates to the content
focus group output) and how they differ from
meetings, routine and emergency reporting areas listed below and in the following skills and
objective measures, and determine when
procedures, presenting explicit expectations, abilities: communication, critical-thinking, personnel
measurements should be made in categories
confirming awareness of criticality, etc. (Create) management, general management.
rather than in terms of numeric value. (Analyze)
C. Supplier Performance CR-1. Leadership
9. Survey analysis and use
Define and describe common measures of supplier Demonstrate knowledge of the quality manager’s
Analyze survey results and ensure that they are
performance (e.g., quality, price, delivery, service role in organizational leadership and as quality
interpreted and used correctly. (Analyze)
levels) and metrics (e.g., defect rates, functional champion and customer advocate. Deploy change
V Customer-Focused Organizations performance, timeliness, responsiveness, availability agent strategies in support of organization-wide
(20 Questions) of technical support). (Create) continuous improvement efforts. Develop teams and
A. Customer Identification and Segmentation D. Supplier Improvement participate on them in various roles.
1. Internal customers Design and conduct supplier audits, evaluate CR-2. Strategy Development and Deployment
Define and describe the impact an organization’s corrective and preventive action plans, provide Develop and maintain organizational focus on the
treatment of internal customers will have on feedback, and monitor for process improvement. importance of quality and performance excellence.
external customers, and develop methods for (Create) Create quality policies and procedures in support of
energizing internal customers to improve E. Supplier Certification, Partnerships, and Alliances the strategic plan, and integrate those policies and
products, processes, and services. (Evaluate) Design and implement supplier certification processes into the tactics developed to support the
2. External customers programs, including process reviews and strategic plan.
Define and describe external customers and performance evaluations, and identify strategies CR-3. Management
their impact on products and services, and for developing customer-supplier partnerships and Demonstrate management abilities in human
develop strategies for working with them to alliances. (Evaluate) resources, financial, risk, and knowledge
improve products, services, and internal F. Supplier Logistics management applications. Use effective
processes. (Evaluate) Describe the impact purchased products and communication methods in various situations to
B. Customer Relationship Management services have on final product assembly or total support continuous improvement efforts. Select
1. Customer needs service package, including ship-to-stock, just-in-time and use appropriate tools and methodologies to
Use various tools and techniques to identify and (JIT), etc. (Understand) plan, implement, and evaluate projects. Develop,
prioritize customer needs and expectations, deploy, and evaluate quality plans that can be
including the voice of the customer, house of
VII Training and Development (15 Questions) used throughout the organization. Evaluate and
quality, quality function deployment (QFD), focus A. Training Plans recommend appropriate quality models or systems
groups, customer surveys, etc. (Analyze) Develop and implement training plans that are to implement in various situations.
aligned with the organization’s strategic plan and CR-4. Customer Focus
2. Customer satisfaction and loyalty
general business needs. (Apply) Identify and segment customers using a variety
Develop systems to capture customer
perceptions and experiences using a variety B. Needs Analysis of criteria and tools. Identify and prioritize product
of feedback mechanisms (e.g., complaints, Use various tools and techniques to develop and or service design and development on the basis
surveys, interviews, guarantee/warranty data), implement training needs analysis. (Apply) of customer requirements and feedback. Solicit
and use customer value analysis, corrective customer input proactively and combine with
C. Training Materials/Curriculum Development market analysis and other research to achieve
actions, etc., to measure and improve and Delivery
satisfaction. Describe ways of measuring the organizational goals, etc. Use customer expectations
Use various tools, resources, and methodologies and feedback to manage continuous improvement
value of existing customers and the financial to develop training materials and curricula that
impact of losing customers. (Create) projects.
address adult learning principles and the learning
3. Basic customer service principles needs of an increasingly diverse work force. CR-5. Supplier Management
Describe and develop strategies for deploying Describe various methods to deliver training, Develop and implement supplier management
and supporting principles such as courtesy, including classroom style, workbooks, simulations, systems from selection process through partnership
politeness, smiles, attention to detail, rapid on-the-job, self-directed, etc. (Apply) agreements. Identify methods for assessing supplier
response, etc. (Apply) performance at various levels of customer-supplier
D. Training Effectiveness and Evaluation relationships.
4. Multiple and diverse customer management Describe and implement various ways of measuring
Establish and monitor priorities to avoid and training effectiveness, including customer feedback CR-6. Training and Development
resolve conflicting customer requirements and from training sessions, end-of-course test results, Demonstrate knowledge and ability in developing,
demands, and develop methods and systems for on-the-job behavior/performance change, implementing, and evaluating needs assessment,
managing capacity and resources to meet the departmental or area performance improvements. training delivery methods, and outcomes of training
needs of multiple customers. Describe the impact (Apply) efforts.
 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 (Knowledge Level) Recall or recognize
terms, definitions, facts, ideas, materials, patterns,
sequences, methods, principles, etc.
Understand (Comprehension Level) Read and
understand descriptions, communications, reports,
tables, diagrams, directions, regulations, etc.
Apply (Application Level) Know when and how
to use ideas, procedures, methods, formulas,
principles, theories, etc.
Analyze (Analysis Level) 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.
Evaluate (Evaluation Level) Make judgments about
the value of proposed ideas, solutions, etc., by
comparing the proposal to specific criteria or
standards.
Create (Synthesis Level) Put parts or elements
together in such a way as to reveal a pattern or
structure not clearly there before; identify which
data or information from a complex set are
appropriate to examine further or from which
supported conclusions can be drawn.

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