CQE EXAM

PREPARATION COURSE
Part 1
Management and Leadership

By :
Eng : Hosam Abd El-Galeil
 Content
Chapter 1 A. Quality Philosophies and Foundations
Chapter 2 B. The Quality Management System
Chapter 3 C. ASQ Code of Ethics for Professional Conduct

Chapter 4 D. Leadership Principles and Techniques

Chapter 5 E. Facilitation Principles and Techniques
Chapter 6 F. Communication Skills
Chapter 7 G. Customer Relations
Chapter 8 H. Supplier Management
Chapter 9 I. Overcoming Barriers to Quality Improvement
 Chapter 4
D. Leadership Principles and Techniques
Objective :

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.
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Leadership is an essential part of any quality initiative
The leader’s role is to establish and communicate a vision and to provide the tools,
knowledge, and motivation necessary for those individuals or teams who will
collaborate to bring the vision to life.
This can apply to an entire organization as well as each specific department
or work group.
For example, the leader of the quality engineering function is responsible for
helping shape the policies for the quality technologies that will be
deployed throughout the organization and for ensuring that department
personnel are sufficiently qualified to support the use of the technologies.
A leader may or may not hold an officially designated position.
Often someone in a work group will emerge as a leader because of their
knowledge, skills, experience, and/or abilities. Further, teams often include
facilitators, another leadership role.
The facilitator’s purpose is to provide support to the team’s effort, while at the
same time allowing the team to maintain ownership of its decisions.
A good leader always tries to understand where the other person is coming from,
what makes them act the way they do, in other words, what motivates them.

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 Maslow’s hierarchy of needs

Good leaders recognize and apply Maslow’s hierarchy of needs.

This is the assertion that people are driven by their needs and wants and
that all human needs can be roughly placed in a hierarchy.
Higher-level needs are not really relevant until lower-level needs are
satisfied, but once a need is met, it no longer motivates behavior.
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 Maslow’s hierarchy of needs
Higher-level needs are not really relevant until lower-level needs are satisfied, but
once a need is met, it no longer motivates behavior.
The five levels are :
(1) physiological (hunger, thirst, sleep)
(2) Safety and security (protection from the elements and predators)
(3) Socialization
(4) Ego
(5) Self-actualization
 Many people never get their ego needs fully satisfied, so do not experience self
actualization needs, but all the great thinkers and leaders of the ages are in fact
self-actualized.
 When trying to lead recalcitrant followers, it often helps to think about what
need- level they are working on.

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Leadership is an essential part of any quality initiative
Leadership of the quality engineering function involves defining and carrying out
projects that support the organization’s strategic plan, as well as providing the
resources for and overseeing day-to-day quality engineering activities.
While some of these activities may be performed by an individual, in today’s complex
environment more are conducted in a team setting.
Examples would include working with an advanced quality planning team to analyze
repeatability and reproducibility (R&R) of a new measurement system or working
with a software engineer to implement a new automated statistical process control
(SPC) online package.

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Developing, Building, And Organizing Teams
•Since around 1980, quality concepts and team concepts have moved in tandem
through the economy.

•Teamwork is now vital in government, space exploration, healthcare, education, and

most profit-oriented businesses.
•The autocratic leader of one or two generations ago would be utterly perplexed by
how much control has now shifted to the team level.

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The Need for Teams
•The drive for excellence includes better deployment of people at all levels ,workers at
all levels now expect to have some say in designing and implementing change, and
only through change can quality improve.
•Managing an organization through teams has become recognized as a core component
of business.
•There are many types and purposes of teams, each requiring different structures, skills,
resources, and support.
• Leaders of an organization must therefore be clear about what they are trying to
accomplish and ensure that the appropriate team processes are utilized for their
situation.
•A team-based environment might be initiated as part of the strategic plan or as a
response to a specific problem encountered by the organization.
•Regardless of the reason, there should be a process for planning and carrying out the
team-based initiative , this process is often done through a steering committee that
focuses on driving business improvement.
•A member of management called the sponsor also typically is identified and takes
responsibility for initiating and guiding a team.
The sponsor usually is the individual with ownership of the process or area where
the team’s actions are focused. 9
 Types of Teams
Process improvement team :
These are temporary teams
To develop a new process or improve an
existing process
Are often cross-functional, consisting of
representatives from multiple departments
The management sponsor typically selects the
team leader and will negotiate with other area
managers to identify other team members
appropriate for the project mission.

Figure shows how teams should be integrated within the organizational hierarchy.
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Work group :
consist of the personnel who work in a particular department or process area.
Their mission is the ongoing monitoring and improvement of process
performance and they typically meet on a regular basis (for example, weekly)
The work group leader usually is the individual with supervisory responsibility
for the process area.
The team also may initiate a process improvement team, especially when the
improvement requires interfacing with other departments who are suppliers
or customers of the work group.
Organizations committed to applying work group–based improvement from
top to bottom can use an interlocking team structure that includes all
members of the organization.

Self-directed work team (SDWT) :

A group of individuals who have much broader and deeper day-to-day
responsibility for management and improvement of their process area.
SDWT members are highly trained in subjects such as quality, safety,
maintenance, and scheduling, and in some cases also carry out human
resource functions.
These teams are highly empowered to make their own decisions, although of
course there are still limits, such as spending authority.
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Whether and to what extent an organization utilizes
teams usually is dependent on factors such as …

The rate of change in their industry

The culture of the organization
The predominant management style
Employee educational levels
Where the company’s product or service is in the maturity cycle.

Some teams are less formally structured

Ad hoc group organized to address a customer complaint
A virtual team that wants to compare the process used for design reviews by
several different facilities.

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Selecting Team Members
The primary determination of who will participate in a team effort is whether the
person is involved in the process to be improved .
when selecting team members other issues also often are considered.
 For example, a process improvement team might not be very effective if
all team members have the same personal style (for example, as
measured by a personality evaluation instrument such as the Myers-
Briggs Type Indicator/MBTI.
•Some teams also intentionally include someone from outside the process area
who can provide a more objective, or different, view.
• Supplier or customer personnel also often are invited to participate when their
input is deemed especially valuable.

Selection of team members for organizational management and improvement is

vital just as it is for a sports team.
The many different activities to be carried out call for certain roles and
responsibilities, which then require a certain set of skills and/or mind-set.
A team needs to analyze process data, minimize disruptive conflict, monitor
meeting time effectiveness, and maintain records of activities. Specific roles

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Myers-Briggs Type Indicator

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Support Mechanisms Required for Team Success
Team-based improvement requires more than creating teams , it requires providing
them with adequate support to ensure success. Examples of support include:

• Equipment.
Teams need meeting space, equipment (such as tables and chairs and flipcharts),
and access to computer hardware and software (for writing up meeting minutes,
analyzing process data, preparing presentation materials).
• Training.
Most employees who become involved in teams will not have all of the
necessary skills. Such skills may include how to plan and effectively manage
meetings, how to analyze processes and data, and how to make group decisions
based on consensus.
• Management sponsor.
The sponsor role is a vital leadership function that goes beyond simply launching
a team. It also includes staying in contact with the team leader to ensure
sufficient progress and resolving any conflicting issues with other parts of the
organization. The sponsor typically has authority to cross organizational
boundaries that team members would need to negotiate and can therefore
resolve some types of issues quicker. The sponsor also is ultimately responsible
for effective implementation of the team’s recommendations.
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Support Mechanisms Required for Team Success
Team-based improvement requires more than creating teams , it requires providing
them with adequate support to ensure success. Examples of support include:

• Systems change.
Setting up a new team in an organization that is not
adequately designed for this way of working is a
prescription for failure.
An organization is a system, meaning that if one
part is changed, other parts will be affected.
If the primary management style is autocratic and
people are rewarded for competition versus
cooperation, teams are unlikely to be an effective
mechanism.
Before beginning the team process, leadership
must consider what other changes will be
necessary to align the various parts of the
organization.
How team success will be recognized and rewarded
is an especially vital component.

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Team Development

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Team Development
Each new team is a new mini-organization. The team will therefore progress and often
regress , through the traditional stages of group development that are described
briefly here:
• Stage 1: Forming.
A team usually clarifies its mission, specifies roles that need to be carried out and
who is to perform them,
defines rules of acceptable behavior, often called norms.
• Stage 2: Storming.
Team members finally realize the size of the task before them.
They still think primarily as individuals
Arguments, testing the leader’s authority, and attempts to change the team’s
mission are typical behaviors.
• Stage 3: Norming.
The individuals begin to shift their focus from personal concerns to that of helping
the team meet the challenge at hand.
• Stage 4: performing.
The team has matured to the point where it is working as a smooth cohesive unit.
During this phase, the team typically makes significant progress toward achieving
its goals.
Although these stages indicate a logical sequence that occurs over time
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Team development can be enhanced by making sure
that team members have a basic understanding of
how to:
1) Interact in positive ways
2) Deal with difficult people or situations
3) Contribute to accomplishing the team’s goals
4) Give or receive constructive feedback.

A facilitator can help ensure that the team is aware of its progress by commenting
during meetings but special interventions are also sometimes useful.

Examples include simulations or outdoor

adventures that allow the group members to
become more familiar with each other’s
styles, strengths, and weaknesses, and to
become more effective at working with and
through their differences.

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Leading Quality Initiatives
A quality engineer is frequently called on to lead particular quality initiatives.
Such projects might involve improving an existing product or service, working to
resolve supplier performance issues, addressing product field performance failures,
implementing new measurement technology, or obtaining ISO 9001 quality system
registration.

Following are some recommendations for leadership of such initiatives.

• Ensure that the project mission is clear, including expected results, timing,
limitations, and reporting structure and methods .
• Determine who the other players in the project will be and make contact with
them individually. Learn of their interest in and commitment to the project.
• Define the technical process and the time schedule to be used to carry out the
initiative.
• Execute the project according to the process defined in the previous step,
involving others as appropriate and keeping management informed.
• Evaluate outcomes of the project against the original mission.

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 A significant portion of the impact of such initiatives
also will be related to the quality of leadership
demonstrated throughout the project
Following are some useful guidelines:
• Ensure that all involved understand the mission, the goals, and the project
objectives and how the team fits with the bigger picture.
• Understand that all people—and organizations—involved will have their
own priorities, perspectives, and skills.
• Be aware of your own strengths and weaknesses and how they can affect
project success.
• Communicate, communicate, communicate.
• Be a role model by emphasizing and demonstrating the importance of high-
quality work.

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