2026年最新のCMQ-OE問題集にはASQ Certification認証済み試験問題と解答
実際に出ると確認されたCMQ-OE試験問題集と解答でCMQ-OE無料更新
ASQ CMQ-OE 認定試験の出題範囲：
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質問 # 144
Which of the following content areas should be stressed during quality facilitator training?
- A. Report writing
- B. Performance management data
- C. Continuous improvement tools
- D. Design theory
正解：C
解説：
The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition, provides insights into the key principles, concepts, and terminology related to quality management. It emphasizes the benefits of applying continuous improvement tools and best practices for effective quality management. Facilitators play a crucial role in driving organizational improvement, and their understanding of continuous improvement tools is essential for successful facilitation2.
:
The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition Manager of Quality/Organizational Excellence Certification CMQ/OE - ASQ The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition (eBook)
質問 # 145
Typical tools used as aids in selecting members for a process improvement team are:
- A. DiSC and MBTI.
- B. MBTI and process mapping.
- C. Brainstorming and affinity diagram.
- D. Root cause analysis and fishbone chart.
正解：A
質問 # 146
The following, chart was developed by a team to conduct a SWOT analysis.
The S-O quadrant indicates the area where
- A. barriers need to be overcome in order lo pursue opportunities
- B. the company can develop a competitive advantage
- C. the company can use its strengths to reduce the impact or" external threats
- D. business factors can result in a loss of competitive advantage
正解：C
質問 # 147
During strategic planning, a team develops the following draft worksheet
The team is going to use this worksheet to
- A. establish trend analysis baselines
- B. conduct a stakeholder analysis
- C. prioritize actions for process improvements
- D. evaluate resource needs
正解：B
解説：
The draft worksheet presented is typically used for conducting a stakeholder analysis. Stakeholder analysis is a systematic process of identifying stakeholders and their interests, influence, and interrelations within a project or a company's strategic initiatives. The worksheet's columns are labeled 'Employees', 'Suppliers',
'Customers', and 'Special Interests', which are typical categories of stakeholders. The rows are labeled 'Key Needs', 'Goals and Objectives to Meet Needs', and 'Gaps to Fill', which are elements used to assess how well the organization's strategic plan addresses the needs of each stakeholder group. The process involves identifying the key needs of each stakeholder group, the organization's goals and objectives related to those needs, and any gaps between current capabilities and goals, which is essential in stakeholder analysis.
:
The ASQ Certified Manager of Quality/Organizational Excellence Handbook, which provides detailed descriptions of the methods and tools used in strategic planning, including stakeholder analysis.
The Body of Knowledge for ASQ Certified Manager of Quality/Organizational Excellence, which includes conducting stakeholder analyses as a part of strategic plan development.
質問 # 148
The leader of a team that had formerly worked together exceptionally well has noticed several disagreements between team members since two new people joined the team two weeks ago. The leader should:
- A. Ask a facilitator to attend the next few meetings to help reduce conflict.
- B. Do nothing.
- C. Have a one-on-one discussion with each of the new members and explain how the team used to avoid arguments.
- D. Meet with all team members except the new ones and try to come up with suggestions for resolving any problems.
正解：B
質問 # 149
A company that wants to achieve a goal of zero defects must have which of the following processes in place?
- A. Internal auditors
- B. Customer satisfaction surveys
- C. Data-bused management
- D. 100% final inspection
正解：C
解説：
* Zero defects is an aspirational goal requiring rigorous and proactive quality management. It's not achieved through reactive measures like final inspection.
* Data-driven decision-making is fundamental to the CMQ/OE body of knowledge. A zero-defect approach demands collecting, analyzing, and acting upon data to identify root causes of errors and to drive continuous improvement within processes.
* Customer satisfaction surveys, while important, are feedback tools. They highlight issues but don't inherently prevent defects.
* Internal audits help assess process conformance but aren't the primary driver of zero defects.
References:
* ASQ CMQ/OE Handbook, Section III: Leadership (particularly Leadership Systems and Processes)
* ASQ CMQ/OE Handbook, Section IV: Strategy (focus on data-driven strategies)
質問 # 150
First Community Bank Holding Company executive management has initiated an environmental scan lo determine the strategy to respond to new regulatory ' standards. Management has observed that the bank has a good reputation in the marketplace, a talented workforce. 600 different options for investment strategies, and a solid management team, which is compensated substantially above industry levels. The bank is considering offering on-line securities trading as a new service to its customers. Which of the following should management consider as an external threat to First Community Bank Holding?
- A. Compensation above industry standards
- B. Reputation in the marketplace
- C. New regulatory standards
正解：C
解説：
As part of the environmental scan, First Community Bank Holding Company's executive management should consider new regulatory standards as an external threat. These standards can significantly impact the bank's operations, compliance requirements, and overall business model. Failure to adapt to or comply with these regulations could lead to legal penalties, operational disruptions, and reputational damage. Therefore, staying informed about and proactively addressing new regulatory requirements is crucial for the bank's success.
References:
ASQ Certified Manager of Quality/Organizational Excellence Body of Knowledge (CMQ/OE BoK)1 ASQ. "Certified Manager of Quality/Organizational Excellence Certification Preparation." 2 ASQ. "Manager of Quality/Organizational Excellence Certification CMQ/OE." 3 ASQ. "The ASQ Certified Manager of Quality/Organizational Excellence Handbook." 4
質問 # 151
Which of the following is not an advantage of a formal project report?
- A. They generally address a specific issue.
- B. They usually include additional background information.
- C. They are useful to individuals not closely involved with the project.
- D. They are suitable for long-term retention.
正解：A
質問 # 152
ACME organization has several teams "feuding" with one another. This is causing quality issues with customers, due to the variability in services and a lack of understanding not valuing what the other learns are doing within the broader enterprise. An instructor has been identified to host team budding exercises to help remediate die antagonism and get the employees focused on cooperative value-laden improvement efforts.
Which of the following training approaches would be most effective?
- A. Performance evaluation training
- B. technical skills training
- C. Process improvement training
- D. Cross-functional training
正解：D
解説：
Cross-functional training involves bringing together employees from different functional areas or teams within an organization to learn about each other's roles, processes, and challenges. Here's why it is the most effective approach in this scenario:
* Understanding Roles and Responsibilities: Cross-functional training allows team members to gain insights into the roles and responsibilities of colleagues in other departments. When employees understand what others do, they can appreciate their contributions and work more effectively together.
* Breaking Down Silos: Feuding teams often operate in silos, with limited communication and collaboration. Cross-functional training breaks down these barriers by encouraging interaction and knowledge sharing. It fosters a sense of unity and shared purpose.
* Process Alignment: By learning about each other's processes, teams can identify areas of alignment and potential improvement. Cross-functional training helps standardize processes and ensures consistency across the organization.
* Value Appreciation: When employees understand the value that other teams provide, they are more likely to collaborate and support each other. Cross-functional training emphasizes the interconnectedness of different functions and highlights how their efforts contribute to overall organizational success.
* Conflict Resolution: Cross-functional training sessions can address conflicts directly. Participants can discuss challenges, find common ground, and work towards solutions. It provides a safe space for open dialogue and problem-solving.
In summary, cross-functional training promotes collaboration, breaks down barriers, and helps employees appreciate the diverse skills and perspectives within the organization. It aligns with the goal of remedying antagonism and fostering cooperative improvement efforts1.
References: 1 The ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition.
Sandra L. Furterer and Douglas C. Wood. Published 2021. ASQ Quality Press. ISBN: 9781951058067. Link
質問 # 153
As part of the continued evolution of their TQM philosophy, a company recently devised a sophisticated gain-sharing program that allows all employees to obtain financial rewards from improved organizational performance. Which of the following is true?
- A. Quality to the customer may drop as improvement efforts become more focused on financial results.
- B. The gain-sharing program probably gives a greater proportion of the rewards to employees at higher levels of the organization.
- C. The company will see increased enthusiasm for their TQM efforts.
- D. Management should ensure that the TQM effort also taps intrinsic motivation.
正解：D
質問 # 154
In the Kano model, which of the following best defines an exciter attribute?
- A. These are unexpected but if offered, uener.ne "delight" and surprise the customer
- B. These are articulated needs, what customers will say they need.
- C. Satisfaction increases linearly as these attributes arc more fully delivered
- D. These attributes can be rated as "important" but they are expected.
正解：A
解説：
In the Kano model, exciter attributes, also known as delighters or exciters, are features that exceed customer expectations and provide a sense of delight and surprise when present1. They are not expected by the customer and their absence does not cause dissatisfaction, but their presence can significantly enhance customer satisfaction and can even influence the customer's decision to make a purchase1.
: 1: ASQ - Kano Model
質問 # 155
Which of the following methodologies is a form of coercion rather than negotiation?
- A. Leveraging a position of authority
- B. Avoiding win-lose interpretations
- C. Communicating the value of concessions made
- D. Differentiating between wants and needs
正解：A
解説：
Detailed Explanation: Leveraging a position of authority is a coercive tactic, as it uses power to impose a decision rather than reaching a mutually acceptable agreement. This approach can lead to resistance and lack of buy-in from the other party. According to the BoK, quality leaders are encouraged to use collaborative negotiation techniques that foster cooperation and shared commitment to quality objectives, avoiding coercion wherever possible.
質問 # 156
A department has been asked to name two employees who will become part of a temporary team set up by an external customer to resolve a recurring problem. Which of the following is the least important criterion for selecting the two representatives?
- A. Knowledge of the customer 's product
- B. Problem-solving skills
- C. Negotiation skills
- D. Strong interpersonal skills
正解：A
質問 # 157
Which of the following elements describes the combination of the severity and probability of occurrence of harm?
- A. Detection
- B. Failure mode
- C. Risk
- D. Hazard
正解：C
解説：
Risk is a fundamental concept in quality management and organizational excellence. Let's break down the components:
* Severity: Refers to the potential impact or harm caused by an adverse event or failure. It assesses the seriousness of the consequences if something goes wrong.
* Probability of Occurrence: Represents the likelihood or chance that a specific event or failure will happen. It quantifies the frequency of occurrence.
* Risk: Combines severity and probability. It evaluates the overall exposure to potential harm. High-risk situations involve severe consequences with a high likelihood of occurrence, while low-risk situations have less severe consequences or lower probabilities.
In quality management, understanding and managing risk are essential for decision-making, process improvement, and strategic planning. Organizations use risk assessment tools and techniques to identify, analyze, and mitigate risks effectively1.
Remember that risk management involves proactive measures to prevent or minimize harm, rather than merely reacting to adverse events. It's a critical aspect of organizational excellence and continuous improvement.
質問 # 158
Which of the following statements best describes a main principle in the theory of constraints?
- A. Strengthening a part of the process will result in an improvement in the process as a whole.
- B. Each system has a " weakest link " that limits the success of the entire system.
- C. Analytical thinking should be used in managing change and solving problems.
- D. When each part of a system is performing as well as it can, the entire system is performing optimally.
正解：B
解説：
Detailed Explanation:
The correct answer is D. Each system has a " weakest link " that limits the success of the entire system.
The Theory of Constraints (TOC) is based on the idea that every system has at least one limiting factor, or constraint, that restricts the overall performance of the system. Improvement efforts should therefore focus first on identifying and managing that constraint.
This is often described as the weakest link in the system. Until the main constraint is addressed, improvements made elsewhere may have little effect on total system performance.
Key TOC logic includes:
* identify the constraint,
* exploit the constraint,
* subordinate other processes to it,
* improve the constraint,
* and then reassess the system.
Why the other options are incorrect:
A). Analytical thinking should be used in managing change and solving problems.
This is generally true, but it is not the core principle of TOC.
B). Strengthening a part of the process will result in an improvement in the process as a whole.
This is not necessarily true in TOC. Improving a non-constraint area may not improve overall system output.
C). When each part of a system is performing as well as it can, the entire system is performing optimally.
TOC specifically challenges this idea. Local optimization does not guarantee system optimization.
Quality Management Excellence reference basis:
This answer is consistent with Quality Management Excellence principles of:
* systems thinking,
* identifying the true limiting factor,
* prioritizing improvement where it has the greatest impact,
* and avoiding isolated local optimization that does not improve total organizational performance.
質問 # 159
Which of the following financial summaries is used to indicate a company's total business performance over a specific period of time?
'Which of the following financial summaries is used to indicate a company's total business performance over a specific period of time?
- A. Cash flow statement
- B. Owners' equity
- C. Income statement
- D. Balance sheet
正解：C
質問 # 160
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