1. 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
Examination
Each certification candidate is required to pass a written
examination that consists of multiple-choice questions
that measure comprehension of the Body of Knowledge.
The Manager of Quality/Organizational Excellence
examination is a four-hour, two-part examination–150
multiple-choice questions and two constructed-response
(essay) questions. It is offered in English.

2. 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 B. Business Environment Analysis
1. Types of teams 1. SWOT analysis
A. Organizational Structures and Culture
Identify different types of teams (e.g., process Analyze an organization’s strengths, weaknesses,
1. Organizational structures
improvement, self-managed, temporary/ad hoc, opportunities, and threats, and develop and
Define and describe basic organizational
work groups, cellular, special project) and their prioritize actions to take as a result. (Analyze)
designs: matrix, flat, parallel, etc., as well
purpose. (Understand) 2. Market forces
as the management hierarchy and its influence
in an organization. (Understand) 2. Stages of team development Define and describe various forces that
Define and describe the classic stages of team drive strategic plans including entry of new
2. Organizational culture
Define and describe characteristics of an development: forming, storming, norming, competitors, rivalry among existing competitors,
organization that determine or underlie its performing. (Apply) threat of substitutes, bargaining power of buyers
culture. (Understand) 3. Team-building techniques and suppliers, etc. (Apply)
B. Leadership Challenges Apply basic team-building steps such as 3. Stakeholder analysis
1. Roles and responsibilities of leaders holding an introductory meeting in which team Identify and differentiate the needs of various
Describe typical roles, responsibilities, and members share information about themselves, stakeholders to ensure alignment with the
competencies of people in leadership positions using ice-breaker activities to enhance team organization’s strategic objectives. (Analyze)
and how those attributes influence an membership, developing a common vision and 4. Technology
organization’s direction and purpose. (Analyze) agreement on team objectives, identifying and Describe the effects that changes in technology
assigning specific roles on the team, etc. (Apply) can have on strategy formation. (Understand)
2. Roles and responsibilities of managers
Describe typical roles, responsibilities, and 4. Team roles and responsibilities 5. Internal capability analysis
competencies of people in management Define and describe typical roles related to team Describe the effects an organization’s internal
positions and how those attributes contribute support and effectiveness (e.g., facilitator, leader, capabilities (e.g., human resources, capacity,
to an organization’s success. (Analyze) process owner, champion, project manager, operational capabilities, etc.) can have on
contributor, etc.) and responsibilities with regard strategy formation. (Understand)
3. Change management to various group dynamics, such as recognizing
Use various change management strategies to hidden agendas, handling distractions and 6. Legal and regulatory factors
overcome organizational roadblocks and achieve disruptive behavior, keeping on task, etc. Define and describe legal and regulatory
desired change levels, and review outcomes for (Analyze) factors that can influence strategy formation.
effectiveness. (Evaluate) (Understand)
5. Team performance and evaluation
4. Motivating, influencing, negotiating, resolving C. Strategic Plan Deployment
Evaluate teams in relation to established goals
Apply techniques that support and sustain 1. Action plans
and objectives and determine when, why, and
employee enthusiasm, and implement strategies Identify basic characteristics of tactics (e.g.,
how to reward teams and celebrate their success.
that enable parties with different or opposing specific, measurable/quantifiable, timely, linked
(Evaluate)
outlooks to recognize common goals and work to strategic objective, etc.) for translating strategic
together to achieve them. (Create) D. ASQ Code of Ethics objectives into action, and determine whether
Identify and apply behaviors and actions that proposed plans meet these criteria. (Evaluate)
5. Empowerment
comply with this code. (Apply)
Apply various techniques to empower individuals 2. Resource allocation and deployment
and teams, identify typical obstacles to empower- II Strategic Plan Development Evaluate current resources to ensure they are
ment and appropriate strategies for overcoming and Deployment (15 Questions) available and deployed in support of strategic
them, and distinguish between various techniques A. Strategic Planning Models initiatives. Identify and eliminate administrative
used to achieve empowerment, such as job Define, describe, and use basic elements of barriers to new initiatives. Ensure that all
enrichment and job enlargement, job design systematic strategic planning models, including stakeholders understand the plan and have the
and job tasks, etc. (Apply how mission, vision, and guiding principles relate skills necessary to carry out their responsibilities.
to the plan. (Apply) Identify advocates/cheerleaders for the plan and
assign them initial activities and
) leadership roles. (Evaluate)

3. 3. Organizational performance measurement 2. Communications in a global economy IV Quality Management Tools (28 Questions)
Design and use performance measures to drive Identify key challenges of communicating across
A. Problem-Solving Tools
and monitor organizational performance, and different time zones, cultures, languages, and
1. The seven classic quality tools
evaluate the results in relation to the plan. business practices, and identify ways of
Select, interpret, and apply these tools (Pareto
(Create) overcoming them. (Understand)
charts, cause and effect diagrams, flowcharts,
4. Quality function in strategic deployment 3. Communications and technology control charts, check sheets, scatter diagrams,
Represent the quality function in support of Identify how technology has affected histograms) in various situations. (Create)
strategic plan deployment, and ensure that the communications, including improved 2. Basic management and planning tools
voice of the customer is addressed throughout information availability, its negative influence Select, interpret, and apply these tools (affinity
the process. (Create) on interpersonal communications, the new diagrams, tree diagrams, process decision
etiquette for electronic communications, etc.
III Management Elements and Methods program charts (PDPCs), matrix diagrams,
Use appropriate communication methods to interrelationship digraphs, prioritization matrices,
(32 Questions) deliver different kinds of messages in a variety activity network diagrams) in various situations.
A. Management Skills and Abilities of situations. (Analyze) (Evaluate)
1. Principles of management C. Project Management
Define and apply basic management 3. Process improvement tools
1. Project management tools Select, interpret, and apply tools such as root-
principles (e.g., planning, leading, delegating, Use benefit-cost analysis, potential return on
controlling, organizing, staffing, etc.) in cause analysis, PDCA, Six Sigma DMAIC model,
investment (ROI), estimated return on assets failure mode and effects analysis (FMEA),
various situations. (Apply) (ROA), net present value (NPV), internal rate statistical process control (SPC), in various
2. Management theories, styles, and tools of return (IRR), portfolio analysis, risk assessment, situations. (Evaluate)
Define and describe classic studies such as etc., to analyze project risk, feasibility, and
MacGregor’s Theory X and Y, Ouchi’s Theory priority. (Analyze) [NOTE: Calculations for ROI 4. Innovation and creativity tools
Z, Herzberg’s two-factor theory, and other and ROA are covered in III. A. 5. ] Use various techniques and exercises for
theories of management style, and describe creative decision making and problem solving,
2. Project planning and estimation tools including brainstorming, mind mapping, lateral
how management styles are influenced by
Use tools such as critical path method (CPM), thinking, critical thinking, design for Six Sigma
organization size, industry sector, competitive
Gantt chart, PERT, work breakdown structure (DFSS), etc. (Apply)
position, etc. Identify basic elements of behavior
(WBS), activity network diagram (AND), etc., to
tools used by managers such as the Myers- 5. Cost of quality (COQ)
plan projects and estimate related costs. (Apply)
Briggs type indicator, the dominance, influence, Define and distinguish between prevention,
steadiness, conscientiousness (DiSC) model, 3. Measure and monitor project activity appraisal, internal, and external failure cost
etc. (Apply) Use tools such as cost variance analysis, categories and the impact that changes in one
milestones, actual vs. planned budgets, etc., category will have on the others. (Evaluate)
3. Interdependence of functional areas
Describe the interdependence of an organiza- to monitor project activity against project
B. Process Management
tion’s departments or functional areas such as plan. (Evaluate)
1. Process goals
human resources (HR), engineering, sales, 4. Project documentation Describe how process goals are established,
marketing, finance, research and development Use written procedures, project summaries, monitored, and measured and what impact they
(R&D), purchasing, information technology (IT), lessons learned, etc., to document projects. will have on product or service quality. (Evaluate)
logistics, production, service, etc. (Understand) (Apply) 2. Process analysis
4. Human resources (HR) management D. Quality System Use process mapping, flowcharting, and other
Use basic HR management techniques for 1. Quality mission and policy visual aids to analyze a process and compare it
employee selection and professional development Develop and monitor the quality mission to written procedures, work instructions, and
including coaching, setting goals and objectives, and policy and ensure alignment with the other documents. (Evaluate)
conducting performance evaluations, developing organization’s broader mission. (Create) 3. Lean tools
recognition programs, etc., and ensure that 2. Quality planning, deployment, and Identify and apply lean tools and processes such
quality responsibilities are present in job documentation as cycle-time reduction, 5 Ss, just-in-time (JIT),
descriptions throughout the organization. (Apply) Develop and deploy the quality plan and ensure kanban, value streams, etc. (Understand)
5. Financial management that it is documented and accessible throughout 4. Theory of constraints (TOC)
Read, interpret, and use various finance tools the organization. (Create) Define key concepts of TOC including local
including income statements, balance sheets, 3. Quality system effectiveness vs. system optimization, physical vs. policy
product/service cost structures, etc. Manage Use various tools to evaluate the effectiveness constraints, throughput, etc., and classify various
budgets, calculate return on investments (ROI) of the quality system, including balanced types of constraints such as finite resources,
or assets (ROA), and use the language of increased expectations, etc. (Understand)
scorecard, skip-level meetings, management
cost/profitability to communicate with senior
reviews, internal audits, feedback from C. Measurement: Assessment and Metrics
management. (Analyze)
internal and external customers, warranty 1. Basic statistical use
6. Risk management data, traceability and product recall process Use techniques such as the goal-question-metric
Describe and use basic techniques for risk reviews, etc. (Evaluate) (GQM) model and others to identify when, what,
identification, control, and mitigation. (Apply) and how to measure projects and processes.
E. Quality Models and Theories
7. Knowledge management 1. MBNQA Criteria for Performance Excellence Describe how metrics and data gathering
Use knowledge management techniques to Define and describe how the Malcolm Baldrige methods affect people and vice versa. (Apply)
identify and collect internal knowledge (core National Quality Award (MBNQA) criteria are 2. Sampling
competencies) and best practices, to understand used as a management model in support of Define and describe basic sampling techniques
and share lessons learned, and to adapt and use performance excellence. (Apply) (e.g., random, stratified, etc.) and when
such knowledge in new situations. Identify typical sampling is appropriate. (Understand)
organizational hurdles that must be overcome in 2. ISO and other third-party standards
order to implement these techniques. (Apply) Define and describe how ISO standards 3. Statistical analysis
can be used to support quality management Apply basic statistical techniques (e.g.,
B. Communication Skills and Abilities systems. (Understand) measures of central tendency, range, variance,
1. Communication basics types of distribution, check sheet output) to data
Define communication and its role in 3. Other quality methodologies
Describe and differentiate programs such as total sets, charts, and other data summaries to monitor
organizations, including characteristics of a processes and make data-based decisions.
conducive communication environment and quality management (TQM), continuous quality
improvement (CQI), Six Sigma, benchmarking, (Evaluate) [NOTE: Statistical process control (SPC)
what factors inhibit communication. Describe applications are covered in IV. A. 3.]
nonverbal communication factors and what they etc. (Apply)
convey. Use interpersonal skills (e.g., empathy, 4. Quality philosophies 4. Trend and pattern analysis
tact, open-mindedness, friendliness, etc.) and Define and describe the basic methodologies and Read and interpret data sets, graphs, charts,
techniques (e.g., clear writing, active listening, theories proposed by quality leaders such as etc., and identify various trends such as cyclical,
open- and closed-questioning, etc.) to support Deming, Juran, Crosby, Feigenbaum, Ishikawa, seasonal, environmental, etc., and patterns such
effective communication. (Apply) and others. (Apply) as shifts, etc. (Evaluate)
5. Theory of variation
Differentiate between common and special
causes of variation. (Analyze)

4. 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.

5. 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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