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| Section | Weight | Objectives |
|---|---|---|
| Supply Chain Management | 15% | - Supplier Performance & Monitoring - Logistics & Inventory Management - Supplier Selection & Evaluation - Outsourcing & Vendor Management - Supplier Development & Quality Improvement |
| Management & Communication | 20% | - Negotiation & Conflict Resolution - Customer & Supplier Relationships - Marketing & Customer Satisfaction - Management Skills & Styles - Presentation & Meeting Facilitation - Communication Methods & Barriers |
| Management Planning & Measurement | 25% | - Quality Tools (QFD, CT Trees, FMEA) - Metrics & Performance Indicators (KPIs) - Strategic Planning Tools (SWOT, Balanced Scorecard) - Benchmarking & Best Practices - Business Performance & Data Analysis - Cost of Quality (COQ) Analysis - Project Management Fundamentals |
| Quality Systems Development, Implementation, and Continual Improvement | 20% | - Auditing (Internal, External, Supplier) - Quality Management Systems (QMS) & Standards (ISO 9000) - Risk Management & Prevention - Documentation & Control - Continuous Improvement Tools (Kaizen, PDCA, Root Cause Analysis) - Process Improvement Methodologies (Lean, Six Sigma) |
| Organizational Leadership | 20% | - Employee Development & Engagement - Quality Culture & Behavioral Aspects - Performance Measurement & Management - Change Management - Strategic Planning & Deployment - Leadership Principles & Techniques |
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質問 # 71
Which of the following actions indicates that an interviewer is using active listening techniques?
正解：A
質問 # 72
Which of the following factors should be prioritized when assessing a supplier ' s risk to internal production processes?
正解：D
解説：
Detailed Explanation:
The correct answer is B. The supplier ' s history of on-time delivery and quality performance.
When assessing a supplier's risk to internal production processes, the most important factor is the supplier's actual performance in delivering conforming material or services on time and at the required quality level.
Internal production is directly affected when suppliers fail to meet delivery schedules or provide defective inputs.
Why B is correct:
A supplier's performance history gives direct evidence of production risk because it shows whether the supplier can consistently support:
* continuity of operations,
* material availability,
* product quality,
* schedule stability,
* and process reliability.
Late deliveries can interrupt production flow, while poor-quality inputs can cause scrap, rework, delays, or customer issues. This makes delivery and quality performance the strongest direct indicator of risk to internal production.
From a Quality Management Excellence perspective, supplier risk should be assessed using evidence that is most closely tied to operational impact. Historical quality and delivery performance are highly relevant because they reflect real process behavior, not just formal qualifications.
Why the other options are not the best answer:
A). Supplier ' s location relative to the company ' s headquarters
Location may matter in some cases, but distance from headquarters is not the strongest indicator of production risk. A distant supplier may still perform reliably, while a nearby supplier may not.
C). The cost of the supplier ' s products compared to competitors
Cost is important in sourcing decisions, but low cost does not reduce production risk if quality and delivery performance are weak.
D). The supplier ' s level of compliance with industry standards and regulations Compliance is important, especially in regulated industries, but compliance alone does not guarantee reliable day-to-day delivery and product quality. A compliant supplier can still create operational disruptions.
Quality Management Excellence interpretation:
The Quality Management Excellence approach supports risk evaluation based on relevant operational evidence. Best practice is to assess suppliers using performance data that directly affects process stability, such as:
* on-time delivery,
* defect levels,
* responsiveness,
* corrective action effectiveness,
* and consistency over time.Among the options given, delivery and quality history are the strongest predictors of risk to internal production processes.
質問 # 73
The following charts represent the defects reported by the ABC Manufacturing: Company. Customer X and Customer Y both received the same amounts of components from ABC.
正解：B
質問 # 74
A project leader is experiencing a situation in which team members do not seem to be winking well together and are instead questioning the project goals. This team is most likely at what stage oi" development?
正解：A
解説：
The Storming stage is the second stage in Tuckman's model of group development. During this stage, team members may experience conflict, disagreement, and challenges as they work together. They question project goals, roles, and responsibilities. It is essential for the team to address these issues openly and constructively to move toward the next stage, Norming, where they establish norms, resolve conflicts, and develop better cohesion1.
:
The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition. Sandra L.
Furterer and Douglas C. Wood. Published 20211
質問 # 75
The security section at a manufacturing plant asked for support in forming in-home medical and fire response teams.
Management agreed and teams were formed with representatives from all departments. The type of team being used in this situation is an example of a
正解：C
質問 # 76
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