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.

To understand customer expectations, organizations should actively engage with their customers. Conducting customer satisfaction surveys allows companies to gather direct feedback from their customers, identify their needs, preferences, and areas for improvement. By systematically collecting and analyzing survey data, organizations can gain insights into customer expectations and tailor their products and services accordingly. While other actions (such as measuring customer complaints, fulfilling quality product needs, and benchmarking the competition) are important, customer surveys provide a direct channel for understanding and meeting customer expectations12. References: 1: ASQ Certified Manager of Quality/Organizational Excellence Handbook, Fifth Edition 34. 2: ASQ Certified Manager of Quality/Organizational Excellence Certification1.

As a Certified Manager of Quality/Organizational Excellence (CMQ/OE), understanding change management and effective leadership is essential. Let's break down the options:
* A. Sponsor Identification: While having a sponsor to monitor the change is important, it is not the first step. Identifying a sponsor comes later in the change management process.
* B. Supervisor Training in Communication: Effective communication is crucial, but it should not be the first step. Supervisors need to understand their new roles before focusing on communication.
* C. Facilitator Assignment: Having a facilitator can be helpful, but it is not the initial step. Facilitators assist in managing the change process once roles are clarified.
* D. Worker and Supervisor Training: This is the critical first step. Workers and supervisors need to receive training on how their new roles will impact their daily tasks, responsibilities, and interactions.
Understanding the changes ensures smoother implementation and acceptance.
In summary, the initial focus should be on training workers and supervisors about their new roles. Once this foundation is established, other steps can follow1.
:
ASQ. (n.d.). Manager of Quality/Organizational Excellence Certification CMQ/OE. Link ASQ. (2019). Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BoK). Link