リアルASQ CMQ-OE試験問題集には正解352問題と解答があります
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ASQ CMQ-OE 認定試験の出題範囲：
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質問 # 128
If a company finds that employee satisfaction is positively correlated with external customer satisfaction, it would be appropriate for management to link customer satisfaction measurement with
- A. individual financial rewards
- B. internal continuous improvement system
- C. employee satisfaction programs
- D. group-based financial rewards
正解：C
解説：
The Certified Manager of Quality/Organizational Excellence (CMQ/OE) plays a critical role in driving organizational performance and improvement. When employee satisfaction is positively correlated with external customer satisfaction, it highlights the importance of aligning these two factors. Here's why linking customer satisfaction measurement with employee satisfaction programs is appropriate:
* Employee Satisfaction Programs:
* Employee satisfaction directly impacts their motivation, engagement, and overall performance.
* Satisfied employees are more likely to provide better customer service, leading to improved customer satisfaction.
* By linking customer satisfaction measurement with employee satisfaction programs, organizations reinforce the connection between employee well-being and customer outcomes.
* Programs such as training, recognition, work-life balance initiatives, and career development contribute to employee satisfaction.
* Positive Correlation:
* The positive correlation between employee satisfaction and customer satisfaction suggests that investing in employee well-being can lead to better customer experiences.
* When employees feel valued, supported, and empowered, they are more likely to go the extra mile for customers.
* Holistic Approach:
* Organizations should take a holistic approach by considering both internal (employee) and external (customer) perspectives.
* Linking customer satisfaction measurement with employee satisfaction programs encourages a balanced focus on both stakeholders.
* Continuous Improvement:
* Employee satisfaction programs are part of an organization's continuous improvement efforts.
* By integrating customer satisfaction measurement into these programs, organizations create a feedback loop for improvement.
* Insights from customer feedback can inform adjustments to employee programs, leading to better outcomes for both groups.
In summary, organizations should recognize the interdependence of employee and customer satisfaction. Linking these aspects through employee satisfaction programs fosters a positive cycle of improvement and reinforces the organization's commitment to excellence123.
References:
* ASQ Certified Manager of Quality/Organizational Excellence
* CMQ/OE Body of Knowledge
* ASQ CMQ/OE Fact Sheet
質問 # 129
The best way to reduce variation in products from a supplier is to
- A. perform 100% incoming inspection
- B. develop a training plan that will improve incoming inspection results
- C. help the supplier develop quality control processes
- D. audit the supplier regularly and follow up on corrective action plans
正解：C
質問 # 130 
According to the chart above which statement regarding causation is true?
- A. The improvement in customer satisfaction is causing the stagnation in market share
- B. Time is causing the stagnation in market share and the improvement in customer satisfaction
- C. There is not a clear indication of what is causing the improvement in cither factors
- D. The stagnation in market share is causing the improvement in customer satisfaction
正解：C
解説：
The graph shows two trends: an upward trend in customer satisfaction and a flat trend in market share.
However, without additional information or a clear correlation between the two factors, it is not possible to definitively state a causal relationship. Therefore, option C is the most appropriate choice2.
References: 1ASQ Certified Manager of Quality/Organizational Excellence 2ASQ Certified Manager of Quality/Organizational Excellence Insert
質問 # 131
A team that is in the norming stage of development will exhibit which of the following behaviors?
- A. Satisfaction with the team's progress
- B. A sense of team cohesion COBUBOD spirit
- C. Defensiveness and competition
- D. Excitement, anticipation, and optimism
正解：B
解説：
In the norming stage, team members have resolved initial conflicts and are now working together more harmoniously. They have established norms, roles, and responsibilities. The team develops a sense of cohesion, trust, and mutual respect. Communication improves, and team members actively collaborate to achieve their objectives. They are optimistic about their progress and demonstrate a positive attitude. Defensiveness and competition are less prevalent during this stage1.
References:
* ASQ Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BoK) 1.
質問 # 132
A customer's supplier performance system requires suppliers to develop an improvement plan if they submit shipments containing multiple nonconformances. Which of the following elements should the customer require as part of those improvement plans?
- A. Process audits at the supplier's facility
- B. Root cause analysis
- C. Tightened incoming inspections
- D. Independent confirmation of the nonconformance
正解：A
解説：
Process audits play a crucial role in supplier quality management. Here's why they are relevant:
* Assessing Supplier Processes: Process audits involve evaluating the supplier's processes, procedures, and practices. By examining how the supplier operates, the customer gains insights into the effectiveness of their quality control mechanisms.
* Identifying Nonconformances: During process audits, auditors look for deviations from established standards, including nonconformances. If multiple nonconformances are identified, they become key areas for improvement.
* Root Cause Analysis: While process audits may not directly include root cause analysis (RCA), they provide the necessary context for identifying root causes. Auditors can ask questions, review documentation, and observe practices to uncover underlying issues.
* Verification of Corrective Actions: As part of the improvement plan, the supplier must take corrective actions to address nonconformances. Process audits verify whether these corrective actions have been implemented effectively.
* Continuous Improvement: Process audits contribute to the supplier's continuous improvement efforts.
By identifying weaknesses and suggesting improvements, they help enhance overall performance.
In summary, process audits provide a comprehensive view of the supplier's operations, allowing the customer to address nonconformances and drive quality improvement. While root cause analysis is essential, it is often conducted separately based on the findings from process audits12.
References:
* ASQ Certified Manager of Quality/Organizational Excellence Certification Brochure. Retrieved from ASQ.
* ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fourth Edition. Russell T.
Westcott (Editor). ASQ Quality Press. Link.
* ASQ India. Manager of Quality / Organizational Excellence (CMQ/OE). Retrieved from ASQ India
質問 # 133
Which of the following tools should be used to determine how material is handled and who should handle it?
- A. Process decision program chart (PDPC)
- B. Pareto chart
- C. Flowchart
- D. PDCA cycle
正解：C
質問 # 134
Managers who take shortcuts, push employees beyond their limits, eliminate training, and neglect equipment maintenance probably are:
- A. Dissatisfied with their current salaries.
- B. Striving for a promotion.
- C. Tired and overworked.
- D. Evaluated against short-term results.
正解：D
質問 # 135
Which of the following is the primary purpose of training?
- A. Improved operational results
- B. Improved human resource capabilities
- C. Improved technological capabilities
- D. Improved employee satisfaction
正解：A
質問 # 136
Which of the following statements is true about a customer-driven organization?
- A. It views people as its greatest resource.
- B. It measures performance in terms of bottom-line financial results.
- C. It has a short-term focus.
- D. It provides quick returns on its investments.
正解：A
解説：
A customer-driven organization prioritizes meeting customer needs and expectations. Here's a breakdown of the options:
* A. It views people as its greatest resource: This statement aligns with a customer-driven approach.
Recognizing employees as valuable resources ensures their engagement, motivation, and commitment to delivering quality products and services to customers.
* B. It has a short-term focus: A customer-driven organization typically emphasizes long-term success.
Short-term thinking may lead to compromises in quality or customer satisfaction.
* C. It measures performance in terms of bottom-line financial results: While financial results are essential, a customer-driven organization also considers non-financial metrics related to customer satisfaction, loyalty, and quality.
* D. It provides quick returns on its investments: Customer-driven organizations prioritize sustainable growth and value creation. Quick returns may not always align with long-term customer satisfaction and organizational success.
In summary, a customer-driven organization values people, focuses on long-term success, considers both financial and non-financial metrics, and prioritizes sustainable investments12.
質問 # 137
A team has been formed with the goal of reducing the number of chemical suppliers. The team has found that the company purchases 27 different chemicals from 42 different suppliers. The best tool to use first to analyze these data would be a
- A. control chart
- B. histogram
- C. scatter diagram
- D. Pareto chart
正解：D
質問 # 138
A good tool to use in managing multiple-customer requirements is a
- A. house of quality matrix
- B. Pareto chart by customer type
- C. process control chart
- D. customer segmentation study
正解：A
質問 # 139
A condition under which a supplier appearing on the customer 's "OK to buy from" list would not be issued an order would be:
I. Item needed is not available from any of OK'd suppliers.
II. Supplier 's quality rating has dropped below acceptable standards on last two shipments.
III. OK'd supplier does not have the capacity to fulfill the customer 's demands for the item needed.
IV.
One or more factors from the selection criteria will not now be met by the supplier.
- A. I, II, and III only
- B. I and II only
- C. I, II, III, and IV
- D. I and III only
正解：C
質問 # 140
Two employees separately submitted the same idea to a company's formal suggestion system on the same date. Under the rules of the system the employee who submits an idea is to receive a portion of the financial savings in the first year, which for this idea will be a very substantial amount. However, each employee claims to have come up with the idea and insists that the other stole it and submitted it after a conversation they'd had about a processing problem in their department. Neither wants to share the reward. The company should:
- A. Ask others in the department how they believe the reward should be distributed.
- B. Insist that the two employees negotiate with each other until they reach an agreement.
- C. Change the suggestion system to be available only to teams.
- D. Call in an arbitrator to settle the issue.
正解：B
質問 # 141
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?
- A. Forming
- B. Storming
- C. Norming
- D. Performing
正解：B
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.
References:
* The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition. Sandra L.
Furterer and Douglas C. Wood. Published 20211
質問 # 142
Computer House Call Company has been in business for 15 years and was once considered a leader in the home computer diagnostic and repair industry. The company has relied on its highly trained and experienced technicians to maintain its reputation, however, the new quality manager has analyzed technician reports for the past three years and the analysis indicates a steady increase in the number of issues found during post-diagnostic analysis. During the same timeframe, accounting has reported an increase in requests for refunds or discounts from customers complaining about continued computer problems and inadequate computer performance. To resolve these issues, the quality manager proposes using a process improvement methodology. In an effort to gain management approval for a process improvement methodology, the quality manager should collect and present data on which of the following.
- A. Total manufacturing: costs
- B. Total cost of quality
- C. The number of customers served
- D. Hours of technician training
正解：B
解説：
The Total Cost of Quality (TCQ) is a critical metric in process improvement. It encompasses both the cost of conformance (preventing defects) and the cost of non-conformance (dealing with defects). By analyzing TCQ, the quality manager can identify areas where improvements are needed, allocate resources effectively, and demonstrate the impact of process changes on the organization's bottom line. Collecting and presenting data on TCQ will help justify the need for process improvement initiatives and gain management approval2.
References: 1: ASQ Certified Manager of Quality/Organizational Excellence 2: ASQ Certified Manager of Quality/Organizational Excellence Handbook
質問 # 143
Which of the following statements driven organization?
- A. The customer service policy requires management to respond to customer complaints within 48 hours of receipt
- B. Customer surveys are conducted before any changes are made to services or products.
- C. All departments use the same procedures to document customer complaints.
- D. Front-line associates are empowered to resolve customer problems
正解：D
質問 # 144
A fishbone diagram is best described as a problem-solving approach that
- A. organizes problems in order of seventy and p 1 ding 10 each problem's risk factor
- B. identifies various solutions to a problem and displays the key relationships that are causing the problem
- C. shows many different causes that can contribute to a particular problem
- D. Focuses on one element of a problem at a time and resolves any issues with that element before moving on to the next element
正解：C
解説：
The fishbone diagram, developed by Dr. Kaoru Ishikawa, is a powerful quality tool used to analyze and understand the root causes of a problem. It helps teams systematically explore various factors that may be contributing to an issue. Here's how it works:
* Problem Statement (Effect): Start by defining the problem or effect you want to investigate. Write it at the center of the diagram.
* Major Categories (Causes): Brainstorm and identify major categories of potential causes related to the problem. Common categories include:
* Methods
* Machines (equipment)
* People (manpower)
* Materials
* Measurement
* Environment
* Branches and Sub-Causes: Create branches extending from the main arrow, representing each major category. Then, brainstorm all possible causes within each category. Ask "Why does this happen?" repeatedly to dig deeper and identify sub-causes.
* Causal Relationships: Layers of branches indicate causal relationships. Some causes may appear in multiple places if they relate to several categories.
* Thorough Thinking: Continue asking "Why?" and generating deeper levels of causes until the team exhausts ideas. Focus on areas where ideas are scarce.
* Visual Representation: The resulting diagram resembles a fishbone, with the problem statement at the head and branches representing causes.
The fishbone diagram helps teams organize their thinking, encourages collaboration, and provides a structured approach to problem-solving. It is particularly useful during brainstorming sessions and root cause analysis1.
References:
* The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition. Sandra L.
Furterer and Douglas C. Wood. ASQ Quality Press, 20212.
* ASQ Quality Tools - Fishbone Diagram3.
* Quality Nugget: Creating Ishikawa (Fishbone) Diagrams With R (Software Quality Professional)1.
質問 # 145
Which of the following should be accomplished first when implementing customer relationship management initiatives?
- A. Assign a relationship manager to each key customer.
- B. Appoint a manager to supervise the customer service representative.
- C. Target key customers for relationship management.
- D. Develop customer relationship management plans.
正解：C
質問 # 146
A cross-functional team has been working t>n a process improvement project that affects departments A. B. C. and D.
Once the project is completed, which of the following people associated with the team is responsible for ensuring that the changes are integrated into the processes of the affected departments?
- A. Facilitator
- B. Sponsor
- C. Member
- D. Coach
正解：D
質問 # 147
Which of the following approaches to conflict allows all parties to feel positive about the resolution?
- A. Collaborating
- B. Compromising
- C. Smoothing
- D. Avoiding
正解：C
質問 # 148
A cross-functional team has made improvements on a process and the points on an R chart for that process are now consistent and close to the centerline. Which of the following steps would be appropriate for the team to take next?
- A. Test the new process in another, similar area
- B. Reward the process operators
- C. Revise the control limits on the process
- D. Look for special causes in the process
正解：D
解説：
Let's break down the options:
* Test the new process in another, similar area: While testing the process in another area may be valuable, it is not the immediate next step. First, the team needs to ensure that the current process is stable and free from special causes before replicating it elsewhere.
* Reward the process operators: While recognizing and rewarding process operators is important for motivation and morale, it is not directly related to addressing process stability or identifying special causes.
* Revise the control limits on the process: Control limits are established based on historical data and process stability. If the process is stable and the points on the R chart are consistent, there is no need to revise the control limits at this stage.
* Look for special causes in the process: This is the correct next step. Even though the process appears stable, the team should investigate any unusual occurrences or patterns (special causes) that might impact the process. Identifying and addressing special causes ensures ongoing process improvement.
Therefore, the team should focus on identifying any special causes that could affect the process performance.
References: 1: The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition1.
質問 # 149
The best tool for analyzing the relationship, over time, between quantitative data from two variables suspected to influence one another, is a:
- A. Affinity diagram
- B. Pareto chart
- C. Interrelationship digraph
- D. Scatter diagram
正解：D
解説：
Explanation
質問 # 150
Effective actions taken to improve products and service provided by a sports clothing manufacturer to the distributors of their athletic products could include:
I. Conducting a survey of all end users
II. Collecting and analyzing data on what type and quality of the manufacturer 's products appear to be in demand based on shipments in the past twelve months.
III. Identifying patterns of sales by product, by geographic location, and by size of distributor.
IV.
Mutually identifying targets of opportunity beneficial to both manufacturer and distributors, setting improvement objectives, and planning the improvements
- A. II, III, and IV only
- B. I, II, III, and IV
- C. II and III only
- D. I and IV only
正解：A
質問 # 151
Companies that survey (heir internal customers have learned which of the following about quality-related issues?
- A. Satisfied employees will be able to explain customer service policies and procedures more accurately than dissatisfied employees.
- B. Internal customer satisfaction drives external supplier support.
- C. The problems that cause employee dissatisfaction can be the same issues that cause external customer dissatisfaction.
- D. Internal customer satisfaction drives internal supplier support.
正解：A
質問 # 152
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