CMQ/OE cheat sheet

Managers emphasize systems, control, and doing things right; leaders emphasize direction, vision, and doing the right things.

Situational leadership (Hersey-Blanchard) matches four styles-directing, coaching, supporting, delegating-to follower readiness or development level.

Transformational leadership rests on the four I's: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.

Transactional leadership uses contingent reward and management-by-exception; it maintains performance rather than creating transformation.

Lewin's change model is unfreeze → change (transition) → refreeze; force-field analysis compares driving forces against restraining forces before acting.

Herzberg's two-factor theory: hygiene factors (pay, policy, working conditions) only prevent dissatisfaction; motivators (achievement, recognition, growth) create satisfaction.

McGregor's Theory X assumes workers dislike work and require coercion; Theory Y assumes workers seek responsibility and are self-motivated.

Thomas-Kilmann conflict modes are competing, collaborating, compromising, avoiding, and accommodating; collaborating seeks win-win when the issue is important and time allows.

Strategy hierarchy flows from mission and vision to strategic goals, then tactical objectives, then operational plans and daily actions.

SWOT pairs internal strengths and weaknesses with external opportunities and threats; a TOWS matrix converts the pairs into SO, ST, WO, and WT strategies.

The Balanced Scorecard links four perspectives-financial, customer, internal business process, and learning and growth-with objectives, measures, targets, and initiatives.

Hoshin Kanri (policy deployment) cascades a small number of breakthrough annual objectives downward and returns results upward through catchball dialogue and review.

SMART objectives are specific, measurable, achievable, relevant, and time-bound, making progress and completion objectively verifiable.

PESTLE analysis scans political, economic, social, technological, legal, and environmental macro-level forces affecting strategy.

Gap analysis compares current performance with the desired future state to define the initiatives and resources required to close the difference.

Benchmarking types are internal, competitive, functional/generic, and best-practice; best-practice benchmarking is the most likely to yield breakthrough improvement.

Juran's trilogy consists of quality planning, quality control, and quality improvement applied repeatedly across the organization.

Cost of quality = prevention + appraisal + internal failure + external failure; prevention and appraisal are cost of good quality, the two failure categories are cost of poor quality.

PDCA (Shewhart-Deming cycle): plan the change, do it on a small scale, check the results against the objective, act to standardize or revise.

ISO 9001:2015 is organized in seven clauses: context of the organization, leadership, planning, support, operation, performance evaluation, and improvement.

A corrective action eliminates the cause of a detected nonconformity; a preventive action eliminates the cause of a potential nonconformity.

Six Sigma's DMAIC sequence is define, measure, analyze, improve, and control.

Lean's seven wastes are transport, inventory, motion, waiting, overproduction, over-processing, and defects (remembered as TIMWOOD).

Audit types: first-party (internal), second-party (customer or supplier), and third-party (independent registrar such as a certification body).

The seven basic quality tools are flowchart, check sheet, histogram, Pareto chart, cause-and-effect diagram, scatter diagram, and control chart.

Pareto principle: roughly 80% of effects arise from 20% of causes; the chart ranks categories in descending order with a cumulative percentage line.

Cause-and-effect (fishbone) diagram branches are commonly the 6M: manpower, machine, method, material, measurement, and mother nature/environment.

Attribute control charts (p, np, c, u) apply to count data; variables charts (X̄-R, X̄-S, individuals-MR) apply to continuous measurements.

Control limits are computed from process data at ±3 sigma; specification limits are set by design or customer requirement and are not the same thing.

Cp = (USL − LSL) / 6σ measures spread only; Cpk = min[(USL − μ)/3σ, (μ − LSL)/3σ] also accounts for centering, with 1.33 a common minimum.

In FMEA, RPN = severity × occurrence × detection, each rated on a 1–10 scale; higher values receive priority for corrective action.

Quality function deployment translates voice-of-customer requirements into design characteristics using the house-of-quality matrix, which scores relationship strengths.

Voice of the customer sources include surveys, focus groups, complaints, warranty and return data, social media, and lost-customer interviews.

Kano model classes requirements as must-be (dissatisfiers), performance (one-dimensional), attractive (delighters), indifferent, or reverse, and each class drives a different investment decision.

Critical-to-quality (CTQ) characteristics convert customer needs into measurable product or process requirements with specifications.

Satisfaction equals perceived performance minus expectations; exceeding expectations creates delight, and falling short creates dissatisfaction.

SERVQUAL's five service dimensions are reliability, assurance, tangibles, empathy, and responsiveness, with reliability usually rated most important by customers.

The satisfaction-loyalty relationship is nonlinear; below a threshold of satisfaction customers enter a zone of defection regardless of price.

Customer segmentation groups buyers by needs, value, or behavior so improvement resources are targeted at the most valuable segments.

Internal customers are the next process downstream in the value stream; external customers purchase and use the final output.

Typical supplier selection criteria are quality capability, cost, delivery, service, technical competence, capacity, and financial stability.

ISO 9001 clause 8.4 covers control of externally provided processes, products, and services, including criteria for supplier evaluation, selection, and monitoring.

Single sourcing reduces variation and supports partnership but raises continuity risk; multiple sourcing adds competition and supply assurance at the cost of variation.

Just-in-time delivery lowers inventory and lead time but depends on stable demand and highly reliable suppliers.

Incoming inspection can be reduced or eliminated (skip-lot, dock-to-stock) as supplier quality is demonstrated through history and certification.

Common supply chain metrics include on-time delivery, parts-per-million defect rate, lead time, inventory turns, fill rate, and total cost of ownership.

The bullwhip effect is amplification of demand variability moving upstream; sharing point-of-sale data and shortening lead times mitigate it.

Supplier partnerships involve long-term agreements, shared risk, joint improvement projects, and open exchange of performance data.

Training needs assessment operates at three levels: organizational analysis, task/operational analysis, and individual person analysis.

The ADDIE model sequences analysis, design, development, implementation, and evaluation, with evaluation feeding back into revision.

A well-formed learning objective states the condition of performance, the observable behavior, and the criterion for acceptable performance.

Kirkpatrick's four evaluation levels are reaction, learning, behavior, and results; results are the hardest and most valuable to measure.

Training transfer improves when content is job-relevant, there are practice opportunities, and supervisors reinforce the new behavior back on the job.

Competency models define the knowledge, skills, and abilities required for a role and are the basis for curriculum and assessment design.

Structured on-the-job training requires a trained instructor, a task checklist, and demonstrated competence rather than informal shadowing.

ISO 9001 clause 7.2 requires records of competence, so training records serve as objective evidence that personnel are qualified.

Tuckman's stages are forming, storming, norming, performing, and adjourning; conflict in storming is a normal part of development.

Brainstorming rules: defer judgment, encourage wild ideas, build on others' ideas, and generate quantity before evaluating any of them.

Nominal group technique runs silent idea generation, round-robin recording, clarification, then individual ranking or voting to prioritize.

Multi-voting narrows a long list quickly; a weighted criteria matrix or Pareto analysis then selects among the finalists.

Consensus means every member can support and commit to the decision, not that it is everyone's first choice; it differs from unanimity and majority rule.

The facilitator manages process-agenda, ground rules, participation, and time-while staying neutral on the content of the decision.

Task conflict over ideas can improve decision quality; relationship conflict directed at people typically degrades team performance.

Virtual teams require explicit communication protocols, shared document repositories, and rotation of meeting times across time zones.