CQE Primer

Question 1

A thorough review of The works of the major quality gurus would indicate which of the following to be the most effective way to create quality?

A. Effective problem solving
B. Benchmarking the best competition
C. Continuous process improvement
D. Modern statistical control techniques

Answer 1

C. Continuous process improvement

Solution: this question requires a general familiarity with the techniques of major gurus and an answer review. Dr. Juran refers to Quality improvement as part of his quality trilogy. Dr. Demings 5. (The 14 obligations of top management) discusses the need for constant improvement to the process of planning, production and service. Philip Crosby’s 14-step approach lists quality improvement teams (2) and do it all over again which indicate continuous improvement (14).

Question 2

A method of improving the performance in any functional area of a company including product or service quality would be:

A. Utilizing FMEA or FMECA techniques
B. Applying the benchmarking process
C. Instituting and approved design review
D. Reading the baldridge application guidelines

Answer 2

A. Utilizing FMEA or FMECA techniques

Solution: FMECA and design review procedures are utilized in product driven companies. Thus, answers utilizing FMEA or FMECA techniques and utilizing fmea or FMECA techniques can be eliminated. Baldridge criteria is an excellent guideline for systems improvement. However, a specific functional area would be more directly served by using the benchmarking process.

Question 3

What is the advantage of displaying a RACI matrix.

A. They add considerably more input
B. They show team members their stake in a project
C. They open stakeholder communication channels
D. They always save team member time

Answer 3

A. They add considerably more input

Solution: a RACI matrix does not show team members stake in a project. For simple projects they may waste team member time. A RACI matrix does not open up stakeholder communications.

Question 4

The best way to disseminate information about a new quality program is:

A. send an email to all employees
B. Post the announcement on a company bullets and board
C. Send a memo to all department heads
D. Use a combination of media

Answer 4

D. Use a combination of media

Solution: people receive communications by various media in different ways. Everyone does not read the bulletin board. Some departments heads do not pass on information received in memos. Using email is a convenient way to send messages, but the message may not be read or maybe read at a later date than when the information is useful to reach all relevant employees. With the information about a new quality program, a combination of media is needed, including email, bullets and boards, memos, meetings newsletters to reach all relevant employees with the information about a new quality program, a combination of media is needed including email, bullets and boards, memos, meetings, newsletters, etc

Question 5

The most important step in vendor certification is:

A. Obtain copies of the vendor’s quality manual
B. Familiarize the vendor with Quality requirements
C. Analyze the vendor’s first shipment
D. Visit the vendor’s plant

Answer 5

B. Familiarize the vendor with Quality requirements

Solution: the key question phrase is “most important step.”. One of the fundamental steps in dealing with a vendor is to familiarize them with the basic requirements. If the requirements are not understood then the quality manuals, plant visits and incoming inspections will be futile.

Question 6

Which of the following concepts is mostly associated with Taiichi Ohno?

A. SPC
B. TOC
C. CTQ
D. TPS

Answer 6

D. TPS

Solution: Taiichi Ohno is the main contributor to the Toyota production system. TPS

Reference CQE primer section II-15 and 19

Question 7

For employee involvement efforts to succeed, what may be needed?

A. Increased employee incentives
B. Increased basic training company-wide
C. Employee understanding of how they can make a difference
D. The initiation of pilot projects

Answer 7

C. Employee understanding of how they can make a difference

Solution: increasing employee incentives indicates that one believes that incentives are a way to guarantee success. It is a very specific solution and may not be correct. Increase training is a good choice but not the best choice. Having employees understand how they can make a difference is a basic step toward success. The initiation of pilot projects is another specific and somewhat restrictive solution.

Reference cqe primer section II-53/56

Question 8

A pre-award evaluation of a suppliers quality system capability should include consideration of:

A. A month of the supplier’s product quality history
B. The suppliers geographical location
C. The size of the suppliers quality department
D. The supplier selling price

Answer 8

A. A month of the supplier’s product quality history

Solution: answer the suppliers geographical location is of little importance. A geographical location, especially from an expense standpoint, may affect the methods by which a pre-award is conducted but should not affect the fact that it will be conducted. Location and quality capability are two different subjects answers the size of the suppliers quality department and the suppliers selling price are of marginal importance. The quality department may be ineffective the size of the suppliers quality department and no price is a good price for defectives products and services. The supplier selling price answered the suppliers product quality history is very important

Reference cqe primer section ii-86/89

Question 9

Strategic quality goals must be subdivided. Thus, they are:

a. Delegated
b. Distributed
c. Accountable
d. Deployed

Answer 9

Answer d is correct

Solution: Delegated means to be assigned goals. Distributed means to be given goals. Accountable means to be responsible for the goals. Deployed means to have the goals spread out into attainable portions Answer (Deployed) is the best choice.

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Reference: CQE Primer, Section II-30/31.

Question 10

In most cases, conflict within an organization:

a. Has a negative effect on the employees
b. Has a positive effect on creating alternate solutions
c. Most often results in a win-win situation
d. Promotes horizontal and vertical employee growth skills

Answer 10

Answer a is correct.

Solution: Conflict within an organization often has a negative effect on employees. Conflict most often results in win-lose or lose-lose situations. Rarely will conflict result in a win-win situation or the creation of alternate solutions. Only a few exceptional personalities thrive in an environment of conflict.

Reference, CQE Primer, Section II-69/71.

Question 11

In establishing a quality reporting and information feedback system, primary consideration must be given to:

a. The number of inspection stations
b. Timely feedback and corrective action
c. Historical preservation of data
d. A routing copy list

Answer 11

Answer b is correct.

Solution: The key question phrase is “primary consideration.” The number of inspection stations and A routing copy list are limiting options. This question implies an immediate feedback system for timely corrective action. Historical preservation of data may or may not be desired.

References: CQE Primer, Section II-47/50. This question has been modified from an old published CQE

Question 12

Who created the initial problem solving framework that would later become DMAIC

a. Mikel Harry
b. Forrest Breyfogle, III
c. Robert Galvin
d. Michael George

Answer 12

Answer a is correct.

Solution, Mikel Harry along with Bill Smith developed a “MAIC” methodology (measure, analyze, improve control) that evolved to become DMAIC (define, measure, analyze, improve, control), Initially they felt that many company problems and opportunities were already well defined.

Reference, CQE Primer, Section II - 13.

Question 13

Which of the following techniques is especially beneficial for the generation of ideas when solving quality and productivity problems?

a. Poka-yoke
b. Storming
c. NGT
d. PERT

Answer 13

Answer c is correct.

Solution: This question requires knowledge of team problem solving and project management techniques

Poka-yoke is a technique for mistake proofing a process. Storming is a team development phase. PERT is a project management acronym meaning program evaluation and review technique. The nominal group technique (NGT), using silent brainstorming techniques, can be an effective tool for generating ideas.

Reference: CQE Primer, Section II-66.

Question 14

In spite of the quality engineer’s best efforts, situations may develop in which his/her decision is overruled. The most appropriate action would be to:

a. Resign the position based upon his/her convictions
b. Report his/her findings to an outside source such as a regulatory agency
c. Document his/her findings, report them internally, and move on to the next task
d. Discuss his/her findings with co-workers in order to gain support

Answer 14

Answer c is correct.

Solution: resign the position based on his or her convictions is rather drastic without some indication that a federal or state environmental or safety statute has been violated. Report his/her findings to an outside Discuss his/her findings with co-workers in order to gain support sounds like an insurrection. A quality (or any other) professional should know that not all of his/her decisions will be supported.

References, CQE Primer, Section II 51/52 (and logic). This question has been modified from an old published CQE exam and CQE brochure.

Question 15

The most desirable method of evaluating a supplier is:

a. A history evaluation
b. A survey evaluation
c. A questionnaire
d. Discussion with the quality manager

Answer 15

Answer a is correct.

Solution: This question requires an answer review and logic. The key phrase is “most desirable.” An evaluation of a supplier’s quality history is the best answer. It reflects a supplier’s performance over a longer period of time in a number of areas (quality, reliability, responsiveness, etc.). A survey evaluation is a valid answer. However, it is a snapshot of the supplier at one point in time. A supplier will present themselves in the best possible light in a questionnaire or over the phone.

References: CQE Primer, Section II - 84. This question has been modified from an old published CQE exam and CQE brochure.

Question 16

One of Dr. Deming’s 14 points for management states “Cease dependence upon inspection as a way to achieve quality.” The underlying tenet of this statement is which of the following?

a. Many American companies employ too many inspectors
b. Quality should be built into the product, not inspected in
c. Workers should perform their own inspection and not rely on others
d. Most manual inspection will miss 10%-20% of defects under typical conditions

Answer 16

Answer b is correct.

Solution: Many American companies employ too many inspectors, Workers should perform their own inspection and not rely on others, and Most manual inspection will miss 10%-20% of defects under typical conditions are true statements in many circumstances. They explain or expand on some of the weaknesses of product inspection. However, Quality should be built into the product, not inspected in explains the question best. If quality is built in to the product, it doesn’t matter if inspection misses a defect. The defect isn’t there. Inspection to improve quality is too late, ineffective, and costly. Harold F. Dodge said, “You cannot inspect quality into a product.”

References: CQE Primer, Section II - 7. W. Edwards Deming, (1986). Out of the Crisis. Cambridge: MIT Press.

Question 17

In consumer products, the complaint rate is most directly a measure of:

a. Product quality
b. Customer satisfaction
c. Market value
d. Rejection rate

Answer 17

Answer b is correct.

Solution: Customer satisfaction has always been a good choice on past ASQ exams. The complaint rate is most closely tied to customer satisfaction. A product may conform to specification, have typical quality and good market value, but receive complaints in other areas. Customer expectations, difficult assembly, the features of competing products may all play a role in the complaint rate (this is not an inclusive list). A complaint does not mean a rejection. Often, the customer wants to continue doing business with you, but they want you to improve.

References: CQE Primer, Section II - 80/82. This question has been modified from an old published CQE exam.

Question 18

Quality data, which are regularly obtained but never used, should be:

a. Analyzed periodically by a statistician to glean as much information as possible
b. Discontinued to save time and money
c. Stored until such time as the need arises
d. Processed into summary reports and made available for interested parties

Answer 18

Answer b is correct.

Solution: Any data collection which is not used should be stopped.

References: CQE Primer, Section II -50. This question has been modified from an old published CQE exam.

Question 19

Which of the following would be a positive step for an organization intent on continuous improvement?

a. Determine the total organizational impact of changes
b. Decrease skill based training expenditures
C. Discontinue detailed record keeping of improvement projects
d. Avoid expensive improvement projects

Answer 19

Answer a is correct.

Solution: All answers except (Determine the total organizational impact of changes) could prove to be counterproductive.

Reference: CQE Primer, Section II - 97/98 (and logic).

Question 20

Which of the following best describes a Gantt chart?

A. A bar chart that represents a project schedule
B. A statistical tool used for quality control
C. A flowchart depicting process workflows
D. A Pareto Chart for identifying defects

Answer 20

A. A bar chart that represents a project schedule

Solution: A Gantt chart visually represents tasks along a timeline, showing their start and end dates.

Question 21

What does the length of a bar in a Gantt chart represent?

A. The priority of the task
B. The estimated cost of the task
C. The duration of the task
D. The number of resources assigned to the task

Answer 21

C. What does the length of a bar in a Gantt chart represent?

Solution: The length of a bar corresponds to the amount of time allocated to complete the task.

Question 22

Which of the following is a limitation of a Gantt chart?

A. It cannot be updated once the project starts
B. It does not provide a visual representation of progress
C. It becomes complex for large projects with many tasks
D. It is not useful for tracking dependencies

Answer 22

C. It becomes complex for large projects with many tasks

Solution: While Gantt charts are useful for scheduling, they can become difficult to manage when dealing with large-scale projects.

Question 23

Which axis typically represents time in a Gantt Chart?

A. Vertical axis
B. Horizontal axis
C. Diagonal axis
D. Circular axis

Answer 23

B. Horizontal axis

Solution: In a standard Gantt Chart, the horizontal axis represents time, while the vertical axis lists project tasks or activities

Question 24

What information is typically NOT included in a Gantt Chart?

A. Task duration
B. Task start and end dates
C. Detailed budget breakdowns
D. Task dependencies

Answer 24

C. Detailed budget breakdowns

Solution: While Gantt Charts focus on scheduling and task relationships, they typically do not include comprehensive budget details.

Question 25

What does the red dashed vertical line in the Gantt chart indicate? A. The deadline for all project tasks B. The current date in the project timeline C. The start of a new project phase D. A milestone completion point

Answer 25

B. The current date in the project timeline Solution: The dashed vertical line is used to indicate the current date, helping track the project's progress against the planned schedule.

Question 26

What does it indicate if a Gantt chart shows overlapping task bars? A. Tasks are independent and do not affect each other B. Tasks are running concurrently or in parallel C. One task must be completed before another can start D. The project is delayed and needs rescheduling

Answer 26

B. Tasks are running concurrently or in parallel Solution: Overlapping bars indicate that multiple tasks are being executed at the same time, rather than sequentially.

Question 27

In the context of strategic planning, which of the following best describes the Hoshin Kanri approach? A. A reactive method for addressing quality issues as they arise B. A top-down planning process that aligns company goals with departmental and individual objectives C. A statistical method for analyzing process variation D. A bottom-up approach to employee engagement in quality circles

Answer 27

Correct Answer: B Explanation: Hoshin Kanri is a strategic planning method that aligns an organization’s functions and activities with its strategic objectives through a top-down approach. It ensures that everyone is working toward the same goals.

Question 28

Which leadership theory emphasizes the importance of situational variables and the leader’s ability to adapt their style to the maturity of followers? A. Transformational Leadership B. Trait Theory C. Situational Leadership Theory D. Transactional Leadership

Answer 28

Correct Answer: C Explanation: Situational Leadership Theory (developed by Hersey and Blanchard) emphasizes adapting leadership style based on the maturity and competence of followers. Transformational Leadership focuses more on inspiring and motivating followers through vision and charisma.

Question 29

A quality manager is implementing a matrix organizational structure. What is a key challenge associated with this structure? A. Lack of flexibility in resource allocation B. Clear and singular lines of authority C. Dual reporting relationships that may cause conflict D. Inability to form cross-functional teams

Answer 29

Correct Answer: C Explanation: A matrix structure often leads to dual reporting relationships, which can cause confusion and conflict. However, it is known for its flexibility in resource allocation and ability to form cross-functional teams.

Question 30

Which of the following is a primary responsibility of senior management in a quality-focused organization? A. Performing root cause analysis B. Conducting internal audits C. Establishing the quality policy and strategic direction D. Calibrating measurement equipment

Answer 30

Correct Answer: C Explanation: Senior management is responsible for setting the quality policy and providing strategic direction. This is a core principle in quality management systems like ISO 9001.

Question 31

In change management, what is the primary purpose of a force field analysis? A. To identify the root cause of a problem B. To evaluate the financial impact of a change C. To analyze the driving and restraining forces affecting a proposed change D. To determine the statistical significance of process changes

Answer 31

Correct Answer: C Explanation: Force Field Analysis is a tool used in change management to identify and analyze the forces that support or hinder a proposed change.

Question 32

Which of the following best describes the Deming Cycle (PDCA) in the context of quality management? A. A linear process for implementing corrective actions B. A one-time strategic planning tool C. A continuous improvement model involving planning, doing, checking, and acting D. A statistical method for process control

Answer 32

Correct Answer: C Explanation: The Deming Cycle (PDCA) stands for Plan-Do-Check-Act. It’s a continuous improvement model used to systematically test and implement changes in processes.

Question 33

In organizational behavior, what is the primary focus of McGregor’s Theory X and Theory Y? A. The impact of rewards on productivity B. The role of leadership in crisis management C. Assumptions about employee motivation and behavior D. The effectiveness of hierarchical structures

Answer 33

Correct Answer: C Explanation: McGregor’s Theory X and Theory Y describe two contrasting views of workers: Theory X assumes employees are inherently lazy and need control. Theory Y assumes employees are self-motivated and thrive on responsibility. It’s about assumptions regarding motivation and behavior, not crisis leadership.

Question 34

Which of the following is a key characteristic of a transformational leader? A. Focuses on short-term goals and rewards B. Maintains strict control over all decisions C. Inspires and motivates employees to exceed expectations D. Delegates all authority to subordinates

Answer 34

Correct Answer: C Explanation: Transformational leaders inspire and motivate followers to exceed expectations by creating a compelling vision and fostering commitment.

Question 35

What is the primary purpose of a stakeholder analysis in quality planning? A. To identify potential suppliers B. To determine the cost of quality C. To understand the interests and influence of individuals or groups affected by a project D. To evaluate internal audit results

Answer 35

Correct Answer: C Explanation: A stakeholder analysis helps identify individuals or groups affected by a project and assesses their influence and interests. This is crucial for effective communication and planning.

Question 36

Which of the following best describes the concept of span of control in organizational design? A. The number of departments in an organization B. The number of subordinates directly reporting to a manager C. The total number of employees in a company D. The range of products a company offers

Answer 36

Correct Answer: B Explanation: Span of control refers to the number of direct reports a manager has. A wide span means more subordinates per manager; a narrow span means fewer.

Question 37

What is the primary purpose of a quality audit? A. To train new employees B. To identify and correct employee behavior C. To verify compliance with established procedures and standards D. To develop marketing strategies

Answer 37

Correct Answer: C Explanation: A quality audit is conducted to verify that processes comply with established procedures and standards. It’s a key part of quality assurance.

Question 38

Which of the following is a measure of central tendency? A. Range B. Standard deviation C. Median D. Variance

Answer 38

Correct Answer: C Explanation: The median is a measure of central tendency. Standard deviation is a measure of dispersion, showing how spread out the data is.

Question 39

What does a control chart primarily help identify? A. The cost of poor quality B. Whether a process is stable and in control C. The root cause of a defect D. The number of employees needed for a process

Answer 39

Correct Answer: B Explanation: A control chart helps determine whether a process is stable and operating within control limits over time.

Question 40

Which tool is commonly used to prioritize risks based on severity, occurrence, and detection? A. Pareto Chart B. Fishbone Diagram C. FMEA D. Control Plan

Answer 40

Correct Answer: C Explanation: FMEA (Failure Modes and Effects Analysis) is used to prioritize risks based on severity, occurrence, and detection. A Pareto Chart helps identify the most significant factors but doesn’t assess risk in this structured way.

Question 41

Which of the following is a Lean tool used to eliminate waste and improve flow? A. Kaizen B. ANOVA C. Gantt Chart D. Histogram

Answer 41

Correct Answer: A Explanation: Kaizen is a Lean tool focused on continuous, incremental improvement and eliminating waste.

Question 42

Which of the following is one of the seven basic quality tools used for problem-solving? A. SWOT Analysis B. Control Chart C. Force Field Analysis D. Balanced Scorecard

Answer 42

Correct Answer: B – Control Chart Explanation: The seven basic quality tools include: Control Charts, Pareto Charts, Cause-and-Effect Diagrams, Histograms, Check Sheets, Scatter Diagrams, and Flowcharts.

Question 43

A process has a Cp of 1.33. What does this indicate? A. The process is not capable B. The process is centered but not capable C. The process is capable and meets specification limits D. The process is out of control

Answer 43

Correct Answer: C – The process is capable and meets specification limits Explanation: A Cp of 1.33 indicates that the process has good potential capability (assuming it's centered). A Cp > 1 means the process spread is within the specification limits. It does not indicate whether the process is in control—that’s determined by control charts.

Question 44

Which of the following is a key component of a gage R&R study? A. Process mean B. Operator and equipment variation C. Control limits D. Specification limits

Answer 44

Correct Answer: B – Operator and equipment variation Explanation: A gage R&R study evaluates the amount of variation in the measurement system arising from the measurement device (repeatability) and the people taking the measurements (reproducibility).

Question 45

What tool is commonly used to identify potential causes of a problem in a structured, visual format? A. Pareto Chart B. Scatter Diagram C. Fishbone Diagram D. Control Chart

Answer 45

Correct Answer: C – Fishbone Diagram Explanation: Also known as an Ishikawa diagram, the Fishbone Diagram helps identify potential causes of a problem in categories like Methods, Machines, Materials, and Manpower.

Question 46

Which of the following is considered an external failure cost? A. Rework B. Scrap C. Warranty claims D. Training

Answer 46

Correct Answer: C – Warranty claims Explanation: External failure costs occur after the product reaches the customer. Warranty claims, returns, and repairs fall into this category.

Question 47

What best describes a lagging indicator? A. A measure of historical performance B. A predictive measure of future performance C. A real-time operational metric D. A forward-looking strategic goal

Answer 47

A. A measure of historical performance Solution: Lagging indicators reflect past performance and are typically used to assess what has already happened.

Question 48

What characteristic distinguishes a leading indicator? A. It's always easy to quantify B. It provides early signals about future performance C. It only measures financial metrics D. It cannot be influenced

Answer 48

B. It provides early signals about future performance Solution: Leading indicators are predictive measures that help organizations anticipate and potentially influence future outcomes.

Question 49

Which of these is a leading indicator of customer satisfaction? A. Total customer complaints B. Customer retention rate C. Number of customer support interactions D. Annual customer survey results

Answer 49

C. Number of customer support interactions Solution: The number of customer support interactions can be a leading indicator, providing early insights into potential customer satisfaction issues.

Question 50

Which of the following is an example of a leading indicator in quality management? A. Number of defects in final inspection B. On-time delivery rate C. Percentage of process audits completed D. Product return rate

Answer 50

C. Percentage of process audits completed Solution: Leading indicators, like process audits, help identify potential quality issues before they result in defects.

Question 51

Which of the following best describes a Quality Information System (QIS)? A. A system designed to store financial data for budgeting purposes B. A structured system that collects, manages, and analyzes quality-related data C. A software tool used only for manufacturing process control D. A system primarily used to manage employee attendance records

Answer 51

B. A structured system that collects, manages, and analyzes quality-related data Solution: A QIS is designed to support quality management by ststematically collecting, analyzing, and reporting quality-related data.

Question 52

Which of the following benefits does a QIS provide to an organization? A. Improved decision-making based on real-time quality data B. Increased manual paperwork for employees C. Reduced need for any kind of quality inspections D. Elimination of the need for customer feedback

Answer 52

A. Improved decision-making based on real-time quality data Solution: A QIS helps organizations make informed decisions by providing real-time access to quality data and trends.

Question 53

Which of the following is a key challenge when implementing a QIS? A. Excessive reliance on manual quality records B. Inability to store real-time data C. Lack of impact on organizational quality performance D. Resistance to change from employees unfamiliar with digital tools

Answer 53

D. Resistance to change from employees unfamiliar with digital tools Solution: Employees may resist using a QIS due to lack of familiarity, making training and change management critical for successful implementation.

Question 54

The access to data in a Quality Information System should be: A. Completely unrestricted B. Strictly limited to top management C. Role-based and hierarchical D. Randomly assigned

Answer 54

C. Role-based and hierarchical Solution: Data access should be structured to ensure appropriate information sharing while maintaining data security and confidentiality

Question 55

The most effective QIS supports: A. Reactive problem-solving B. Proactive quality improvement C. Cost-cutting measures D. Marketing strategies

Answer 55

B. Proactive quality improvement Solution: An advanced Quality Information System focuses on preventing issues before they occur, rather than simply responding to problems