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| Certification Vendor: | ASQ (American Society for Quality) |
|---|---|
| Exam Name: | Certified Manager of Quality/Organizational Excellence Exam |
| Exam Number: | CMQ-OE |
| Exam Format: | Multiple-choice questions, Open-book exam, Computer-based / Paper-based |
| Exam Price: | $485 (members) / $585 (non-members); Retake: $385 |
| Related Certifications: | ASQ Certified Quality Engineer (CQE) ASQ Certified Quality Auditor (CQA) ASQ Certified Six Sigma Black Belt (CSSBB) |
| Real Exam Qty: | 180 (165 scored, 15 unscored) |
| Exam Duration: | 258 (4 hours 18 minutes) |
| Certificate Validity Period: | 3 years (recertification required) |
| Available Languages: | English, Mandarin (select paper-based centers) |
| Passing Score: | 550/750 (scaled score) |
| Recommended Training: | CMQ/OE Body of Knowledge & Handbook ASQ Official Training Courses |
| Exam Registration: | Prometric Scheduling ASQ Official Registration |
| Sample Questions: | ASQ CMQ-OE Sample Questions |
| Exam Way: | Computer-based (Prometric centers / remote proctored) or paper-based; open-book |
| Pre Condition: | 10 years of full-time work experience in relevant areas; minimum 5 years in decision-making roles; education waivers available |
| Official Syllabus URL: | https://asq.org/cert/manager-of-quality |
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NEW QUESTION # 70
Which of the following activities is a main objective for quality function deployment?
Answer: A
NEW QUESTION # 71
A company that distributes merchandise to major retail stores is conducting a customer satisfaction survey.
The major problem with limiting those interviews to individuals in the company's sales contact list 1s that the list may Not include potential new customer
Answer: C
Explanation:
Conducting a customer satisfaction survey is essential for understanding customer needs, identifying areas for improvement, and enhancing overall organizational performance. However, when interviews are limited to individuals on the company's existing sales contact list, several limitations arise:
* Exclusion of Potential New Customers: The sales contact list typically includes existing customers or those who have previously interacted with the company. By relying solely on this list, the organization misses out on valuable insights from potential new customers who have not yet engaged with the company's products or services. These new customers may have different perspectives and expectations, which are crucial for improving overall customer satisfaction.
* Bias Toward Purchasing Agents and Buyers: If the list primarily includes purchasing agents and buyers, the survey results may be skewed toward the purchasing process and transactional aspects. While these stakeholders are important, other customer segments (such as end-users, influencers, or decision- makers) may have different experiences and feedback. Limiting the survey to this group may overlook critical insights from other customer roles.
* Exclusion of Dissatisfied or Lapsed Customers: The sales contact list may not capture customers who have stopped purchasing from the company or those who had negative experiences. By excluding these individuals, the organization misses an opportunity to understand the reasons behind customer attrition and identify areas for improvement. Insights from dissatisfied or lapsed customers are valuable for enhancing overall satisfaction and retention.
* Outdated Information: Over time, contact lists become outdated due to changes in personnel, job roles, or organizational structures. If the list contains obsolete or incorrect information, the survey may miss relevant stakeholders or fail to reach the intended audience. Outdated data can lead to biased results and inaccurate conclusions.
In summary, relying solely on the company's sales contact list for customer satisfaction surveys can limit the scope, introduce bias, and hinder the organization's ability to gather comprehensive insights. To address this limitation, organizations should consider supplementing the list with additional sources (such as leads, inquiries, or potential customers) and periodically update their contact databases12.
: 1: ASQ Certified Manager of Quality/Organizational Excellence 2: Measuring and Managing Customer Satisfaction: ISO 9001:2015 and Beyond
NEW QUESTION # 72
Knowledge and application of which of the following management theories and styles would be most useful to a manager dealing with an employee who is performing poorly?
I. Maslow's hierarchy of needs
II. Herzberg's two-factor theory
III. McGregor 's theory X and theory Y
IV. Kolb's experiential learning model
V. Behavior management - A-B-C analysis
VI. Hersey-Blanchard's situational leadership model
VII. Senge's systems thinking
Answer: B
NEW QUESTION # 73
Which of the following is true?
Answer: B
NEW QUESTION # 74
Which of the following best describes the differences between crossfunctional and matrix organizations?
Answer: B
NEW QUESTION # 75
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