Download ASQ CQE Exam Prep 2026-2027: Verified Questions & Expert Answers for Certification Success and more Exercises Engineering in PDF only on Docsity!
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Dimensions of Quality
- Performance
- Reliability
- Durability
- Serviceable
- Aesthetics
- Features
- Perceived Quality
- Conformance to Standards
- Responsiveness
- Professionalism
- Attentiveness Common Themes in Quality Philosophies
- Quality improvement is a never-ending process
- Commitment, knowledge, & participation of top management is critical
- Management is responsible for articulating company philosophy, goals, measurable objectives, & change strategy
- All employees need to be active participants
- Common language/procedures are important to communicate & support Quality efforts
- A process must be established to identify most critical problems, determine causes, & find solutions
- Changes in company culture, roles, & responsibility may be required Juran Trilogy Quality Control, Quality Improvement, & Quality Planning What was new about Quality in 1930? Process Control Chart (Shewart); Assembly Line Quality Continuous Improvement Methodologies
- Statistical Process Control (SPC)
- Total Quality Management (TQM)
- Lean (get job done as simply as possible; JIT)
- Six Sigma (communication, organization, financial accountability, & techniques) Deming's 14 Points
- Consistency of purpose (long term)
- Adopt new philosophy; don't accept common errors
Analyzing SWOT (Strengths, Weaknesses, Opportunities, & Threats) of the organization Ways to respond to SWOT in an organization Strengths- Analyze competitiveness Weaknesses- Analyze ways for process improvements Opportunities- Possible new product development Threats- Preparation Effectiveness Tests Ways to determine effectiveness of Quality Plans:
- Does the plan address SWOT? (data driven stage)
- Will the plan result in a competitive advantage? (customer based)
- Is this advantage sustainable? (quality improvement)
- Does the vision inspire employees? (clear view of planned future)
- Are the goals/objectives SMART?
- Are the goals/objectives aligned with the organization?
- Are adequate resources allocated?
- Are organizational structures/systems/processes appropriate?
- Is a review & reporting system in place to monitor execution?
- Does strategic planning team include representatives from all affected work groups?
Types of Deployment Techniques Benchmarking, Stakeholder Analysis, Performance Benchmarking A technique in which organizations compare their performance with a competitor which helps identify new ideas/methods to improve operational effectiveness; seek out, study, & emulate best practices & metrics/measurements associated with high performance/results; helps to gain awareness of shortfalls in performance & plan/implement countermeasures to enhance performance Drawbacks- Lack of commitment, insufficient planning, comparing processes that are insufficiently similar, measuring processes that have little potential for gain, & not surpassing other leadership industries only "catching up" Stages of Benchmarking
- Planning- Identify scope/objectives
- Data Collection- Develop mutually acceptable protocol
- Analysis- Assess for accuracy & credibility
- Implementation- Initiate change Types of Stakeholders -Stockholders (owners of the company)
Cost-Benefit Analysis (CBA) Estimates strengths & weaknesses of alternate courses of actions to determine best use of investment Project Tools -FMEA- risk assessment tool -Decision Tree- estimation of Expected Value (EV) of gain or loss; lists outcomes & assigns probability -Payback Period- number of years for ROI -Net Present Value (NPV)- present value of cash flow yearly -Internal Rate of Return (IRR)- when NPV=0; if IRR> minimum required by organization for investments, project is a candidate for acceptance Decision Tree Example Decision Tree Payback Period A financial metric that measures the time it takes for an investment to generate enough cash flow to recover its initial cost (break-even point) Drawbacks- Does not give insight into magnitude of future savings after ROI (NPV & IRR rectify this issue)
Sensitivity Analysis How projected values would be affected by changes in estimated inputs Project Planning & Estimation Requirements -Statement -Project Justification -Mission Statement/Project Scope/Project Objectives -Stakeholder Requirements -Project Team Formation -Contractual Requirements -Project Budget -Measurements -Approved (final approval of the project & authorization for implementation) *WBS, Gantt Chart, AND, RRM, LRM, RACI can be used Work Breakdown Structure (WBS) Breaking work down into hierarchy of work categories down to task level (rubric)
5 stages of a project
- Concept
- Planning (creating an action plan)
- Design
- Implementation
- Evaluation/Close Out Project Planning meetings should: -Be around once per month -Discuss progress (project leader & sponsor) -Summarize performance -Assess work objectives -Provide time for reinforcement -Provide time for input from sponsor Policies & Quality Policies Policies- provide direction to guide/determine present & future decisions; should directly impact each functional area; integrated with strategic plan Quality Policies- summarize the organization's view on the meaning of quality as it relates to competitiveness, customers, suppliers, employees, & continual improvement
Quality Information System (QIS) Collection of data, rules, & equipment that creates information about quality in a systematic way (QIS is required by FDA for pharmaceutical companies); requires good naming convention for groups of variables & test protocols for a good QIS What can QIS be used for? -Initiate action -Control/monitor a process -Record data -Create/deploy SOPs -Manage a knowledge base -Schedule resource usage -Archive data -Store Quality processes/procedures -Document training Programable Logic Controller (PLC) Microcomputers (on factory floor) that do not have human interface & require manual collection of data
Leadership & Theories of Leadership The ability to influence a group toward the achievement of goals -Trait Theory- personality & traits may play a role in differentiating leaders from non-leaders -Behavioral Theory- specific behaviors may differentiate some leaders from non- leaders Facilitator Provides support to team's effort & ensures a team is successful by helping to progress things along (team is responsible for outcome)
- They are marginal because they are not a member of the team but can be; can take on role of meeting manager (guides team through agenda) or observer (sits on sidelines & comments to further progress) -They do not discuss content issues, only progress issues -They must pay attention to meeting agenda, communication, technical process model, conflict, decision making, follow-up Capabilities: -Meeting management skills -People skills -Technical Process Analysis skills Maslow's Hierarchy of Needs
People are driven by their needs & wants
- Physiological
- Safety & Security
- Socialization
- Ego
- Self-Actualization Steering Committee Drives business improvement Sponsor Member of management responsible for initiating/guiding team Team types
- Process Improvement (temporary- Project Fusion)
- Work Group (department/area)
- Self Directed Work Team (group of individuals)
-Ensure project mission is clear; obtain supporting data -Determine other players in project & contact individually -Define process & time schedule -Execute according to process while keeping management informed -Evaluate outcomes against original mission; recognize contributions -Ensure all involved understand mission & big picture -Recognize differences in skills & integrate effectively based on strengths/weaknesses -Be aware of own strengths/weaknesses -Communicate to keep gaps at a minimum -Be a role model by emphasizing/demonstrating high quality work Robbins & Judge components of creativity -Expertise -Creative thinking skills -Intrinsic task motivation Brainstorming Generating ideas in a short period of time -Unstructured- topic agreed on & written in front of group; list of ideas created -Structured- each person states idea; complete when all pass -Crawford slip- record ideas on paper given to trusted individuals (anonymous)
-Nominal Group Technique- way of processing lists of brainstormed ideas (ranking items & totaling the ranking where the lowest is preferred) -Multivoting- rating best until one option left Types of Conflict Affective/Interpersonal- feelings negatively affect group interaction Substantive- avoid consensus (making quick decisions) Procedural- how the group runs (can be fixed with negotiation) Types of Conflict Resolution Competing, avoiding, accommodating, collaborating, compromising Strategies to defer consensus -Elaborate ideas -Alternatives -Voice disagreements Guidelines for conflict -Encourage people to exchange ideas freely before coming to decision
Question for QE is "what do my customers think after using the product in real life & what are they telling others?" Customer Value Analysis
- Market perceived quality profile (how well you are performing)
- Market perceived price profile (how customers perceive competitors)term-
- Customer Value Map (customer perceptions of the product)
- Won/Lost Analysis (factors that won/lost the sale)
- Head-Head Area Chart (customer value displaying performance against one competitor)
- Key Events Timeline (List of events that changed market's perception of performance on each quality attribute)
- What/Who Matrix (responsibilities of success in customer value) Customer Driven Quality (CDQ) Reactive (RCDQ)- responds to customer requirements after the fact (this approach causes the supplier to fall behind moving target) Planned- anticipatory/proactive (part of SQP) *both do not guarantee customer satisfaction
Customer focused companies study how its perceived by customers by:
- Total consumer experience (look at customer from all angles)
- Product hits (Kano Model, delight customer with new products)
- Consumer loyalty (building momentum where customer only uses your product)
- Retailing & Distribution (win-win-win for org, distributors, product & customers)
- Brand process (creating products that are recognized & sought after)
- Logistics (providing JIT)
- Build to demand (creating a lean process for JIT)
- Customer Knowledge System (info from customers expectations & wants for continual improvement)
- E-commerce (online dealing with customers)
- Growth (continually improving) Audit Systematic, independent, documented process for obtaining objective evidence & evaluating it; determination of the conformity of an object according to procedure by personnel not responsible for object audited Where are audits conducted for: Supplier's system/processes Supplier's product Supplier's system/processes - supplier facility Supplier's product - supplier or customer facility
