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Exam Code: CMQ-OE Manager of Quality/Organizational Excellence Certification test January 2024 by Killexams.com team | ||||||||
CMQ-OE Manager of Quality/Organizational Excellence Certification Exam ID : CMQ-OE Exam Title : MANAGER OF QUALITY/ORGANIZATIONAL EXCELLENCE CERTIFICATION CMQ/OE The Certified Manager of Quality/Organizational Excellence is a professional who leads and champions process-improvement initiatives - everywhere from small businesses to multinational corporations - that can have regional or global focus in a variety of service and industrial settings. A Certified Manager of Quality/Organizational Excellence 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. The Certified Manager of Quality/Organizational Excellence should be able to motivate and evaluate staff, manage projects and human resources, analyze financial situations, determine and evaluate risk, and employ knowledge management tools and techniques in resolving organizational challenges. The Certified Manager of Quality/Organizational Excellence evolved from the certified quality manager as a way to broaden the scope of the examination. The Quality Management Division surveyed certified quality managers and other recognized subject matter experts. A. Organizational Structures Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization. (Apply) B. Leadership Challenges 1. Roles and responsibilities of leadersDescribe typical roles, respon-sibilities, and competencies of people in leadership positions and how those attributes influence an organizations direction and purpose. (Analyze) 2. Roles and responsibilities of managersDescribe typical roles, responsibilities, and competencies of people in management positions and how those attributes contribute to an organizations success. (Analyze) 3. Change managementUse various change management strategies to overcome organiza-tional roadblocks, assess impacts of global changes, achieve desired change levels, and review outcomes for effectiveness. Define and describe factors that contribute to an organizations culture. (Evaluate) 4. Leadership techniques Develop and implement techniques that motivate employees and sustain their enthusiasm. Use negotiation techniques to enable parties with different or opposing outlooks to recognize common goals and work together to achieve them. Determine when and how to use influence, critical thinking skills, or Socratic questioning to resolve a problem or move a project forward. (Create) courses in this new body of knowledge (BoK) include descriptive details (subtext) that will be used by the test Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the test by identifying specific content within each course 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 test but is intended to clarify how the courses relate to a managers role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the course will be tested. A complete description of cognitive levels is provided at the end of this document.BODY OF KNOWLEDGECertified Manager of Quality/Organizational Excellence (CMQ/OE) 5. Empowerment Apply various techniques to empower individuals and teams. Identify typical obstacles to empowerment and appropriate strategies for overcoming them. Describe and distinguish between job enrichment and job enlargement, job design, and job tasks. (Analyze) C. Teams and Team Processes 1. Types of teamsIdentify and describe different types of teams and their purpose, including process improvement, self-managed, temporary or ad hoc (special project), virtual, and work groups. (Understand) 2. Stages of team developmentDescribe how the stages of team development (forming, storming, norming, performing) affect leadership style. (Apply) 3. Team-building techniquesApply basic team-building steps such as using ice-breaker activities to enhance team introductions and membership, developing a common vision and agreement on team objectives, and identifying and assigning specific roles on the team. (Apply) 4. Team roles and responsibilities Define and describe typical roles related to team support and effectiveness such as facilitator, leader, process owner, champion, project manager, and contributor. Describe member and leader responsibilities with regard to group dynamics, including keeping the team on task, recognizing hidden agendas, handling disruptive behavior, and resolving conflict. (Analyze) 5. Team performance and evaluation Evaluate team performance in relation to established metrics to meet goals and objectives. Determine when and how to reward teams and celebrate their success. (Evaluate) D. ASQ Code of EthicsIdentify and apply behaviors and actions that comply with this code. (Apply) II. Strategic Plan Development and Deployment (22 Questions) A. Strategic Planning ModelsDefine, describe, and use basic elements of strategic planning models, including how the guiding principles of mission, vision, and values relate to the plan. (Apply) B. Business Environment Analysis 1. Risk analysisAnalyze an organizations strengths, weaknesses, opportunities, threats, and risks, using tools such as SWOT. Identify and analyze risk factors that can influence strategic plans. (Analyze) 2. Market forces Define and describe various forces that drive strategic plans, including existing competition, the entry of new competitors, rivalry among competitors, the threat of substitutes, bargaining power of buyers and suppliers, current economic conditions, global market changes, and how well the organization is positioned for growth and changing customer expectations. (Apply) 3. Stakeholder analysis Identify and differentiate the perspectives, needs, and objectives of various internal and external stakeholders. Ensure that the organizations strategic objectives are aligned with those of the stakeholders. (Analyze) 4. Technology Describe how changes in technology can have long-term and short-term influences on strategic planning. Identify new and upcoming technologies that may impact business strategy and quality, such as automation, autonomation, Quality 4.0, cloud computing, or machine learning. (Understand) 5. Internal capability analysisIdentify and describe the effects that influence an organizations internal capabilities: human resources, facilities capacity, and operational capabilities. Analyze these factors in relation to strategy formation. (Analyze) 6. Legal and regulatory factors Define and describe how legal and regulatory factors can influence strategic plans. (Understand) C. Strategic Plan Deployment 1. Tactical plans Identify basic characteristics of tactics: specific, measurable, attainable, relevant, and time-specific, and how these are linked to strategic objectives. Evaluate proposed plans to determine whether they meet these criteria. (Evaluate) 2. Resource allocation and deploymentEvaluate current resources to ensure they are available and deployed in support of strategic initiatives. Identify and eliminate administrative barriers to new initiatives. Ensure that all internal stakeholders understand the strategic plan and have the competencies and resources to carry out their responsibilities. (Evaluate) 3. Organizational performance measurementDevelop measurements and ensure that they are aligned with strategic goals, and use the measures to evaluate the organization against the strategic plan. (Evaluate) 4. Quality in strategic deployment Support strategic plan deployment by applying continuous improvement and other quality initiatives to drive performance outcomes throughout the organization. (Create) III. Management Elements and Methods (31 Questions) A. Management Skills and Abilities 1. Principles of managementEvaluate and use basic management principles such as planning, leading, delegating, controlling, organizing, and allocating resources. (Evaluate) 2. Management theories and styles Define and describe management theories such as scientific, organizational, behavioral, learning, systems thinking, and situational complexity. Define and describe management styles such as autocratic, participative, transactional, transformational, management by fact, coaching, and contingency approach. Describe how management styles are influenced by an organizations size, industry sector, culture, and competitors. (Apply) 3. Interdependence of functional areas Describe the interdependence of an organizations areas (human resources, engineering, sales, marketing, finance, research and development, purchasing, information technology, logistics, production, and service) and how those dependencies and relationships influence processes and outputs. (Understand) 4. Human resources (HR) management Apply HR elements in support of ongoing professional development and role in quality system: setting goals and objectives, conducting performance evaluations, developing recognition programs, and ensuring that succession plans are in place where appropriate. (Apply) 5. Financial managementRead, interpret, and use various financial tools including income statements, balance sheets, and product/service cost structures. Manage budgets and use the language of cost and profitability to communicate with senior management. Use potential return on investment (ROI), estimated return on assets (ROA), net present value (NPV), internal rate of return (IRR), and portfolio analysis to analyze project risk, feasibility, and priority. (Analyze) 6. Risk managementIdentify the kinds of risk that can occur throughout the organization, from such diverse processes as scheduling, shipping/receiving, financials, production and operations, employee and user safety, regulatory compliance and changes. (Apply) 7. Knowledge management (KM)Use KM techniques in identifying core competencies that create a culture and system for collecting and sharing implicit and explicit knowledge among workers, stakeholders, competitors, and suppliers. Capture lessons learned and apply them across the organization to promote best practices. Identify typical knowledge-sharing barriers and how to overcome them. (Apply) B. Communication Skills and Abilities 1. Communication techniquesDefine 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 skillsUse 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 effective communication. (Apply) 3. Communications in a global economyIdentify key challenges of communicating across different time zones, cultures, languages, terminology, and business practices, and present ways of overcoming them. (Apply) 4. Communications and technology Identify how technology affects communications, including improved information availability, its influence on interpersonal communications, and etiquette for e-communications. Deploy appropriate communication methods within virtual teams. (Apply) C. Project Management 1. Project management basicsUse project management methodology and ensure that each project is aligned with strategic objectives. Plan the different phases of a project: initiation, planning, execution, monitoring and controlling, and closure. Ensure the project is on-time and within budget. Consider alternate project management methodologies (linear, evolutionary, or iterative) as they apply to the project. (Evaluate) 2. Project planning and estimation tools Use tools such as risk assessment matrix, benefit-cost analysis, critical path method (CPM), Gantt chart, PERT, and work breakdown structure (WBS) to plan projects and estimate related costs. (Apply) 3. Measure and monitor project activity Use tools such as cost variance analysis, milestones, and real vs. planned budgets to monitor project activity against project plan. (Evaluate) 4. Project documentation Use written procedures and project summaries to document projects. (Apply)D. Quality System1. Quality mission and policyDevelop and monitor the quality mission and policy and ensure that it is aligned with the organizations broader mission. (Create) 2. Quality planning, deployment, and documentation Develop and deploy the quality plan and ensure that it is documented and accessible throughout the organization. (Create) 3. Quality system effectiveness Evaluate the effectiveness of the quality system using various tools: balanced scorecard, internal audits, feedback from internal and external stakeholders (including stakeholder complaints), warranty/return data analytics, product traceability and recall reports, and management reviews. (Evaluate) E. Quality Models and Theories 1. Quality management standards Describe and apply the requirements and basic principles of ISO 9000-based standards used to support quality management systems. (Apply) 2. Performance excellence modelsDefine and describe common elements and criteria of performance excellence models such as the European Excellence Award (EFQM), Excellence Canada, ASQ International Team Excellence Award (ITEA), or Malcolm Baldrige National Quality Award (MBNQA). Describe how their criteria are used as management models to Boost processes at an organization level. (Understand) 3. Other quality methodologiesDescribe and differentiate methods such as total quality management (TQM), continuous improvement, and benchmarking. (Apply) 4. Quality philosophies Describe and apply basic methodologies and theories proposed by quality leaders such as Shewhart, Deming, Juran, Crosby, Feigenbaum, and Ishikawa. (Apply) IV. Quality Management Tools (30 Questions) A. Problem-Solving Tools 1. The seven classic quality tools Select, interpret, and evaluate output from these tools: Pareto charts, cause and effect diagrams, flowcharts, control charts, check sheets, scatter diagrams, and histograms. (Evaluate) 2. Basic management and planning toolsSelect, interpret, and evaluate output from these tools: affinity diagrams, tree diagrams, process decision program charts (PDPCs), matrix diagrams, prioritization matrices, interrelationship digraphs, and activity network diagrams. (Evaluate) 3. Process improvement tools Select, interpret and evaluate tools such as root cause analysis, Kepner-Tregoe, PDCA, six sigma DMAIC (define, measure, analyze, improve, control), and failure mode and effects analysis (FMEA). (Evaluate) Certified Manager of Quality/Organizational Excellence 4. Innovation and creativity toolsUse various techniques and exercises for creative decision-making and problem-solving, including brainstorming, mind mapping, lateral thinking, critical thinking, the 5 whys, and design for six sigma (DFSS). (Apply) 5. Cost of quality (COQ)Define and distinguish between prevention, appraisal, internal, and external failure cost categories and evaluate the impact that changes in one category will have on the others. (Evaluate) B. Process Management 1. Process goalsDescribe how process goals are established, monitored, and measured and evaluate their impact on product or service quality. (Evaluate) 2. Process analysisUse various tools to analyze a process and evaluate its effectiveness on the basis of procedures, work instructions, and other documents. Evaluate the process to identify and relieve bottlenecks, increase capacity, Boost throughput, reduce cycle time, and eliminate waste. (Evaluate) 3. Lean tools Identify and use lean tools such as 5S, just-in-time (JIT), kanban, value stream mapping (VSM), quick-changeover (single-minute exchange of die), poke-yoke, kaizen, standard work (training within industry), and productivity (OEE). (Apply) 4. Theory of constraints (TOC)Define key concepts of TOC: systems as chains, local vs. system optimization, physical vs. policy constraints, undesirable effects vs. core problems, and solution deterioration. Classify constraints in terms of resources and expectations as defined by measures of inventory and operating expense. (Understand) C. Measurement: Assessment and Metrics 1. Basic statistical use Use statistical techniques to identify when, what, and how to measure projects and processes. Describe how metrics and data gathering methods affect resources and vice-versa. (Apply) 2. Sampling Define and describe basic sampling techniques such as random and stratified. Identify when and why sampling is an appropriate technique to use. (Understand) 3. Statistical analysisCalculate basic statistics: measures of central tendency (mean, median, mode) and measures of dispersion (range, standard deviation, and variance). Identify basic distribution types (normal, bimodal, skewed) and evaluate run charts, statistical process control (SPC) reports, and other control charts to make data-based decisions. (Evaluate) 4. Measurement systems analysis Understand basic measurement terms such as accuracy, precision, bias, and linearity. Understand the difference between repeatability and reproducibility in gauge R&R studies. (Understand) 5. Trend and pattern analysisInterpret graphs and charts to identify cyclical, seasonal, and environmental data trends. Evaluate control chart patterns to determine shifts and other trend indicators in a process. (Evaluate) 6. Process variationAnalyze data to distinguish between common and special cause variation. (Analyze) 7. Process capabilityRecognize process capability (Cpand Cpk,) and performance indices (Pp and Ppk). (Understand) Certified Manager of Quality/Organizational Excellence 8. Reliability terminology Define and describe basic reliability measures such as infant mortality, end of life (e.g. bathtub curve), mean time between failures (MTBF), and mean time to repair (MTTR). Understand the value of estimating reliability to meet requirements or specifications. NOTE: Reliability calculations will not be tested. (Understand) V. Customer-Focused Organizations (21 Questions) A. Customer Identification and Segmentation 1. Internal customers Define internal customers and describe the impact an organizations treatment of internal customers will have on external customers. Evaluate methods for influencing internal customers to Boost products, processes, and services and evaluate the results. (Evaluate) 2. External customers Define external customers and describe their impact on products and services. Evaluate strategies for working with them and integrating their requirements and needs to Boost products, services, and processes. (Evaluate) 3. Customer segmentationDescribe and assess the process of customer segmentation and its impact on aligning service and delivery to meet customer needs. (Evaluate) 4. Qualitative assessmentIdentify subjective information such as verbatim comments from customers, observation records, and focus group output. Describe how the subjective information differs from objective measures and determine when data should be captured in categories rather than numeric value. (Analyze) B. Customer Relationship Management 1. Customer needs Use quality function deployment (QFD) to capture the voice of the customer (VOC) and examine customer needs in relation to products and services offered. Analyze the results to prioritize future development in anticipation of changing customer needs. (Analyze) 2. Customer satisfaction and loyaltyDevelop systems to capture positive and negative customer feedback and experiences, using tools such as listening posts, focus groups, complaints and warranty data, surveys, and interviews. Use customer value analysis to calculate the financial impact of existing customers and the potential results of losing those customers. Develop corrective actions and proactive methods to Boost customer satisfaction, loyalty, and retention levels. (Create) 3. Customer service principles Demonstrate strategies that support customer service principles: courtesy, politeness, smiles, cheerfulness, attention to detail, active listening, empathy, rapid response, and easy access for information and service. (Apply) 4. Multiple and diverse customer managementEstablish and monitor priorities to avoid or resolve conflicting customer requirements and demands. Develop methods and systems for managing capacity and resources to meet the needs of multiple customers. Describe the impact that diverse customer groups can have on all aspects of product and service development and delivery. (Evaluate) VI. Supply Chain Management (17 Questions) A. provider Selection and ApprovalDefine and outline criteria for selecting, approving, and classifying suppliers, including internal rating programs and external certification standards. (Analyze) B. provider Risk Management Assess and manage provider risk and the impact it may have on various internal processes of the organization. (Evaluate) C. provider CommunicationsPrepare and implement specific communication methods with suppliers, including regularly scheduled meetings and routine and emergency reporting procedures. Direct, communicate, and confirm explicit expectations so that the provider is aware of critical product and delivery requirements. (Apply) D. provider PerformanceDefine, assess, and monitor provider performance in terms of quality, cost, delivery, and service levels, and establish associated metrics for defect rates, product reliability, functional performance, timeliness, responsiveness, and availability of technical support. (Evaluate) E. provider ImprovementDefine and conduct provider audits, evaluate corrective and preventive action plans, provide feedback, and monitor process improvements. (Evaluate) F. provider Certification, Partnerships, and AlliancesDefine, appraise, and implement provider certification programs that include process reviews and performance evaluations. Outline strategies for developing customer-supplier partnerships and alliances. (Evaluate) G. provider Logistics and Material AcceptanceDescribe the impact purchased products and services can have on final product assembly or total service package, including ship-to-stock and just-in-time (JIT). Describe the incoming material inspections process. (Understand) VII. Training and Development (16 Questions) A. Training PlansDevelop and implement training plans that are aligned with the organizations strategic plan and general business needs, including leadership training and alignment of personal development plans. (Create) B. Training Needs AnalysisUse various tools and techniques such as surveys, performance reviews, regulatory guidances, and gap analyses to identify and assess training needs. (Evaluate) C. Training Materials, Development, and DeliveryUse various tools, resources, and methodologies to develop training materials and curriculum that address adult learning principles and the learning needs of an increasingly diverse workforce. Describe various methods of training delivery: classroom, workbooks, simulations, computer-delivered, on-the-job, and self-directed. Use mentoring and coaching to support training outcomes. (Apply) D. Training Effectiveness and EvaluationAssess training effectiveness and make improvements based on feedback from training sessions, end-of-course test results, on-the-job behavior or performance changes, and departmental or area performance improvements. (Evaluate) | ||||||||
| Manager of Quality/Organizational Excellence Certification ASQ Quality/Organizational test | ||||||||
Other ASQ examsCMQ-OE Manager of Quality/Organizational Excellence CertificationCQE Quality Engineer CSSBB Certified Six Sigma Black Belt - CSSBB CQA Certified Quality Auditor (CQA) | ||||||||
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| ASQ CMQ-OE Manager of Quality/Organizational(R) Excellence Certification https://killexams.com/pass4sure/exam-detail/CMQ-OE Answer: D Question: 169 A chairperson may be a leader and/or manager, depending much upon the influence he or she may have on an organization and the decision authority granted. There are many roles a manager may perform. As an organizer he/she: A. Organizes, people, ideas and things to achieve the enterprise’s objectives B. Builds an enterprise structure that supports the strategic goals and objectives C. Embraces the principles, morals, and norms of the society in which organization impacts D. Imparts knowledge and teaches skills to others Answer: A Question: 170 All organizations have limited resources and opportunities, and must allocate them so as to best accomplish the mission with high efficiency. A possible solution is: A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization B. To communicate, communicate, and communicate! C. To ensure that authority levels are clearly spelled out for typical situations D. To have employees go outside the organizational walls Answer: A Question: 171 In a typical organization, there are many different strategies and people put their focus where it seems best placed, but this may not agree with what is actually expected or desired. A possible solution for such a situation is: A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization B. To communicate, communicate, and communicate! C. To ensure that authority levels are clearly spelled out for typical situations D. To have employees go outside the organizational walls Answer: B Question: 172 Although an organization may have clearly communicated plans and have good cross functional relationships but because of vertical communication alignment of goals and activities is often slower. A possible solution to this issue is: A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization B. To communicate, communicate, and communicate! C. To ensure that authority levels are clearly spelled out for typical situations D. To have employees go outside the organizational walls Answer: C Question: 173 In an organization, the members do have generally inward focus. The day-to-day attention of many members of the organization may not get external focus to look for ideas, support and feedback. The possible solution for such a situation may be: A. To ensure the strategic and operational plans clearly indicate the priorities and strategies for the organization B. To communicate, communicate, and communicate! C. To ensure that authority levels are clearly spelled out for typical situations D. To have employees go outside the organizational walls Answer: D Question: 174 Managing change is particularly complex due to the fact that much of what must be changed often consists of intangibles such as beliefs, behavior s and policies. These types of constraints are more difficult to identify. They can get help from: A. GATT chart B. PERT chart C. A force-field analysis D. None of these Answer: C Question: 175 A modification of Lewin’s unfreezing-moving-refreezing model may provide support for change. According to this model there are following ways to reduce change resistance Except: A. Understand the emotional impact of change B. Understand the impact of change to intellectual property C. Be consistent in responding to resistance D. Be flexible, be patient and be supportive Answer: B For More exams visit https://killexams.com/vendors-exam-list Kill your test at First Attempt....Guaranteed! | ||||||||
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Bert Markgraf is a freelance writer with a strong science and engineering background. He started writing technical papers while working as an engineer in the 1980s. More recently, after starting his own business in IT, he helped organize an online community for which he wrote and edited articles as managing editor, business and economics. He holds a Bachelor of Science degree from McGill University. Do you find yourself wishing you had more time to do the things that really matter to you? Are you constantly looking for items that you've misplaced? Do you have trouble prioritizing your daily activities and life? Few skills in life are more important to overall success than organizational skills. Without them, life becomes overwhelming and intimidating; with them, almost anything is possible. Besides being a skill that can be applied to practically every aspect of one's life, organization is fortunately a learned behavior. While it takes conscious effort to Boost one's organizational skills, it is certainly possible and everyone has the ability to do so. This organization skills test is made up of two types of questions: scenarios and self-assessment. For each scenario, answer according to how you would most likely behave in a similar situation. For the self-assessment questions, indicate the degree to which the given statements apply to you. In order to receive the most accurate results, please answer each question as honestly as possible. If you work, are enrolled in school or volunteer there is a version of this test tailored for you in the "Careers" category. After finishing this test you will receive a FREE snapshot report with a summary evaluation and graph. You will then have the option to purchase the full results for $6.95 This test is intended for informational and entertainment purposes only. It is not a substitute for professional diagnosis or for the treatment of any health condition. If you would like to seek the advice of a licensed mental health professional you can search Psychology Today's directory here. Carolyn Gray started writing in 2009. Her work history includes line and staff management in the Finance and Controller's Department of New York Telephone and NYNEX. Gray has a Bachelor of Arts in government from Clark University and a Master of Business Administration from New York University's Stern School of Business in Management and Organization Behavior. Systems with 100,000 or more people must also post reports online. You can find them on the Environmental Protection Agency website. In the report, look for a summary that shows whether any contaminants were found above government cutoffs and, if so, what the potential health risks are, what is being done to fix the problem, and what you should do in the meantime. For questions, call your local provider or the EPA’s Safe Drinking Water Hotline at 800-426-4791. If you’re on well water, you won’t get a CCR, so you should get your water tested. That’s also a good idea if your home was built before lead-free pipes were mandated in 1986: Even if your CCR says that the municipality’s water is free of lead, it can leach into your water from the pipes in or leading to your house. Once you know what’s in your water, choose a filter that suits your needs. Poor quality in manufacturing and service can cost companies as much as 20 percent of revenue in rework, scrap, brand switching, and loss of goodwill. Organizations have begun to understand that prevention saves more time and money than the discovery of flaws after the fact. The school’s management-oriented certificate program focuses on quality as a priority. Developed in cooperation with industry, the courses can help students develop a total quality management environment to combine the theory and practice of statistical quality control with leadership, teamwork, and problem-solving concepts and skills. The certificate in quality management teaches the nuts and bolts of a quality organization, prepares students to introduce quality concepts to their organization, and teaches how to put quality principles to work. The certificate can prepare students to work as quality trainers, facilitators, team leaders, or managers at various levels of an organization. This program is no longer accepting new student applications. Culture of Quality: Accelerating Growth and Performance in the Enterprise
Summary: At one end of a continuum are organizations where the quality program is perceived as no more than a set of slogans. At the other end, each and every employee from entry level to the seat of the chief executive embraces the company’s quality vision, values and goals as a way of life. Companies displaying world-class quality can demonstrate that their leadership unwaveringly and visibly supports quality objectives. They are also passionate in their drive to continually identify and address customer needs. To illuminate the issue of a culture of quality, Forbes Insights partnered with ASQ (American Society for Quality) to conduct a global survey of 2,291 senior executives and quality professionals in April 2014. In-depth interviews with more than 20 senior executives and consultants add context to the data. Click here to use their interactive benchmarking tool to see how your culture of quality stacks up. To get a pdf of the study, please fill out the following information. If you experience any trouble, please send an email to: insights@forbes.com. To unsubscribe to the newsletter click here. Bhatnagar joined ASQ in 2020 MILWAUKEE, Wis., Dec. 8, 2023 /PRNewswire/ -- ASQ, the leading global association for professionals passionate about quality, today announced that Sid Bhatnagar has been named the Society's CEO, effective immediately. Bhatnagar has served as Interim CEO since May 2023.
The Society partnered with a globally recognized firm specializing in executive recruiting for non-for-profit and other major industries. The ASQ CEO search included reviewing more than 125 candidates. "Sid has demonstrated an exceptional ability to navigate complex challenges, drive operational excellence, and foster a culture of innovation and collaboration," said 2023 ASQ Chair, Francisco Santos. "His achievements, particularly during his eight months as Interim CEO, have been a testament to his visionary leadership and deep commitment to ASQ." "I am both honored and humbled to accept the role of CEO for ASQ," Bhatnagar said. "Working alongside their esteemed community of volunteers and members, I am enthusiastic to continue advancing their mission and promoting the importance of excellence through quality." Bhatnagar had an extensive career across multiple industries as a seasoned executive with a hurry focus on driving continuous improvement through the optimization of people, processes, and technology. Bhatnagar's strategic prowess has allowed him to build and coach cross-functional teams, and establish collaborative relationships with top-level stakeholders, including board of directors, strategic partners and other executives. Bhatnagar has led the Society for the past eight months as its Interim CEO, and through unwavering resolve and leadership he has helped the Society navigate through this time of transition. He joined the Society in 2020 as Chief Information Officer, and then was promoted to Chief of Staff and Chief Operating Officer. "Sid's comprehensive understanding of the complexities of their mission-based Society and his proactive and collaborative approach showcase the mindset and philosophies needed to lead an association and community," said Santos. Bhatnagar holds degrees in Management Information Systems and Corporate Communications from the University of Wisconsin-Whitewater. He and his family live in Illinois. About ASQ ASQ is the leading membership association to help quality professionals achieve their career goals and drive excellence through quality in their organizations and industries. ASQ provides expertise, resources, networks, and solutions to a global membership of over 40,000 individuals spanning more than 130 countries. ASQ was founded in 1946 and is headquartered in Milwaukee, Wis., USA. CONTACT: Andrea Kozek, akozek@asq.org
View original content to get multimedia:https://www.prnewswire.com/news-releases/asq-a-global-association-for-quality-professionals-names-sid-bhatnagar-ceo-302010407.html SOURCE American Society for Quality The Rising Economic Power of Quality: How Quality Ensures Growth and Enhances Profitability
Summary: Quality may be the essential ingredient that transforms today’s uncertainty into profitability. Entire industries are being disrupted. Rapid time to market is critical to competitiveness, and there is enormous pressure to design, build and ship products at blazing speeds. Thriving in this era of change requires infusing quality thinking into every process across every part of the enterprise. Organizations succeeding in their markets have learned to deliver world-class quality. They harness the enormous economic potential of quality management to attain leadership of their respective markets. To illuminate the economic power of quality, Forbes Insights partnered with ASQ, a global community of quality professionals, to conduct a global survey of 1,869 senior executives and quality professionals in March 2017. In-depth interviews with top executives and thought leaders were also conducted to add context to the data. To get a pdf of the study, please fill out the following information. If you experience any trouble, please send an email to: insights@forbes.com. Notice: By supplying my contact information, I authorize Forbes Insights and the report sponsor to contact me about the sponsor’s products and services. Forbes Insights may use data I have provided in accordance with the Forbes online privacy policy. To unsubscribe to the newsletter click here. The good quality of steel is shown by its being homogeneous, being easily worked at the forge, by its hardening and tempering well, by its resisting or overcoming forces, and by its elasticity. To ascertain the first point, the surface should be ground and polished on the wheel, when its lustre and texture will appear. The second test requires the giving it a heat suitable to its nature and state of conversion. The size and color of the grain are best shown by taking a bar forged into a razor form, hardening and tempering it, and then breaking off the thin edge in successive bits with a hammer and anvil. If it had been fully ignited only at the end, then, after the hardening, it will display, on fracture, a dissimilarity in the aspect of itsgrains from that extremity to the other, as they are whiter and larger at the former than the latter. The other qualities become manifest on filing the steel, using it as a chisel for cutting iron, or bending it under a heavy weight. Kinman long ago defined steel to be any kind of iron which, when heated to redness, and then plunged into cold water, becomes harder. But several kinds of cast iron are susceptible of such hardening. Every malleable and flexible iron, however, which may be hardened in that way is steel. Moreover, steel may be distinguished from pure iron by its giving a dark gray spot when a drop of dilute nitric acid is let fall on its surface, while iron affords a green one. Exposed to the air, steel rusts less rapidly than iron. Bhatnagar joined ASQ in 2020 MILWAUKEE, Wis., Dec. 8, 2023 /PRNewswire/ -- ASQ, the leading global association for professionals passionate about quality, today announced that Sid Bhatnagar has been named the Society's CEO, effective immediately. Bhatnagar has served as Interim CEO since May 2023.
The Society partnered with a globally recognized firm specializing in executive recruiting for non-for-profit and other major industries. The ASQ CEO search included reviewing more than 125 candidates. "Sid has demonstrated an exceptional ability to navigate complex challenges, drive operational excellence, and foster a culture of innovation and collaboration," said 2023 ASQ Chair, Francisco Santos. "His achievements, particularly during his eight months as Interim CEO, have been a testament to his visionary leadership and deep commitment to ASQ." "I am both honored and humbled to accept the role of CEO for ASQ," Bhatnagar said. "Working alongside their esteemed community of volunteers and members, I am enthusiastic to continue advancing their mission and promoting the importance of excellence through quality." Bhatnagar had an extensive career across multiple industries as a seasoned executive with a hurry focus on driving continuous improvement through the optimization of people, processes, and technology. Bhatnagar's strategic prowess has allowed him to build and coach cross-functional teams, and establish collaborative relationships with top-level stakeholders, including board of directors, strategic partners and other executives. Bhatnagar has led the Society for the past eight months as its Interim CEO, and through unwavering resolve and leadership he has helped the Society navigate through this time of transition. He joined the Society in 2020 as Chief Information Officer, and then was promoted to Chief of Staff and Chief Operating Officer. "Sid's comprehensive understanding of the complexities of their mission-based Society and his proactive and collaborative approach showcase the mindset and philosophies needed to lead an association and community," said Santos. Bhatnagar holds degrees in Management Information Systems and Corporate Communications from the University of Wisconsin-Whitewater. He and his family live in Illinois. About ASQ ASQ is the leading membership association to help quality professionals achieve their career goals and drive excellence through quality in their organizations and industries. ASQ provides expertise, resources, networks, and solutions to a global membership of over 40,000 individuals spanning more than 130 countries. ASQ was founded in 1946 and is headquartered in Milwaukee, Wis., USA. CONTACT: Andrea Kozek, akozek@asq.org
View original content to get multimedia:https://www.prnewswire.com/news-releases/asq-a-global-association-for-quality-professionals-names-sid-bhatnagar-ceo-302010407.html SOURCE American Society for Quality | ||||||||
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