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Quality-Assurance CQIA : Certified Quality Improvement Associate Exam

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Exam Number : CQIA
Exam Name : Certified Quality Improvement Associate
Vendor Name : Quality-Assurance
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CQIA test Format | CQIA Course Contents | CQIA Course Outline | CQIA test Syllabus | CQIA test Objectives

Computer Delivered – The CQIA examination is a one-part, 110-question, three-and-a-half-hour test and is offered in English only. Of these questions, 100 are scored and 10 are unscored.Paper and Pencil – The CQIA examination is a one-part, 100-question, three-hour test and is offered in English only.

Certification from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career, and boosts your organizations bottom line through your mastery of quality skills. Becoming certified as a Quality Improvement Associate confirms your commitment to quality and the positive impact it will have on your organization.

Each certification candidate is required to pass an examination that consists of multiple-choice questions that measure comprehension of the body of knowledge.

A. Terms, Concepts, and Principles 1. Quality definitions Describe and distinguish between the common definitions of quality. (Apply)2. Quality planDefine a quality plan, describe its purpose and objectives to achieve the quality mission or policy. Identify the various functional areas and people having responsibility for contributing to its development. (Understand)3. Quality systemsUnderstand the difference and relationship between quality assurance, quality control, and continuous quality improvement. (Understand)4. Organizational cultureUnderstand how culture influences the success of process improvement efforts such as lean, Six Sigma, ISO 9001, Baldrige, and change management. (Understand)5. Employee involvement and empowermentDefine and distinguish between employee involvement and employee empowerment. Describe the benefits of both concepts. (Understand) 6. Systems and processesDefine and distinguish between a system and a process and describe the interrelationships between them. Describe the components of a system – supplier, input, process, output, customer (SIPOC) – and how these components impact the system as a whole. (Analyze)7. VariationDefine and distinguish between common and special cause variation in relation to quality measures. (Understand)8. StandardizationDescribe how quality systems provide consistency and standardization (e.g. ISO 9001). (Remember)Topics in this body of knowledge (BoK) include subtext explana-tions and the cognitive level at which the questions will be written. This information will provide useful guidance for both the test Development Committee and the candidate preparing to take the exam. The subtext is not intended to limit the subject matter or be all-inclusive of material that will be covered in the exam. It is meant to clarify the type of content that will be included on the exam. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the course will be tested. A complete description of cognitive levels is provided at the end of this document. BODY OF KNOWLEDGECertified Quality Improvement Associate (CQIA)
B. Benefits of Quality Describe how using quality tools, techniques, and concepts can Excellerate processes and deliverables (including products and services), and how each benefit all parts of an organization. Describe what quality means to various stakeholders (e.g., employees, organizations, customers, suppliers, community, and interested parties) and how each can benefit from quality. (Understand)C. Foundations of QualityUnderstand the key concepts and teachings of the foundational quality thought leaders including 1) Walter Shewhart, 2) W. Edwards Deming, 3) Joseph Juran, 4) Kaoru Ishikawa, 5) Philip Crosby, and 6) Armand Feigenbaum. (Understand)II. Team Basics (16 Questions)A. Team Organization 1. Team purpose Describe why teams are an effective way to identify and solve problems, and describe when, where, why, and how teams can be used effectively. (Apply)2. Types of teamsDefine and distinguish between various types of teams: process teams, continuous improvement teams, workgroups, self-managed teams, ad hoc project teams, cross-functional teams, and virtual teams. (Apply)3. Value of teamsExplain how a teams efforts can support an organizations key strategies and effect positive change throughout the organization. (Understand)
B. Roles and Responsibilities Describe the roles and responsibilities of various team stakeholders: (Understand) 1. Sponsor 2. Champion3. Facilitator4. Leader5. Member6. Scribe7. TimekeeperC. Team Formation and Group Dynamics 1. Initiating teams Apply the elements of launching and sustaining a successful team, including establishing a clear purpose and goals, developing ground rules and schedules, gaining support from management, and obtaining commitment from team members. (Apply)2. Selecting team members Describe how to select team members based on knowledge, skill sets, and team logistics, such as an adequate number of members in relation to the size or scope of the project, appropriate representation from affected departments or areas, and diversity. (Apply)3. Team stages Describe the classic stages of team development: forming, storming, norming, performing, and adjourning. (Understand)4. Team conflict Identify the value of team conflict and recognize how to resolve it. Define and describe groupthink and how to overcome it. Determine how good logistics, an agenda, and effective training facilitate team success. (Analyze)
5. Team decision-making Describe and use different decision-making models, such as voting (majority rule, multi-voting) and consensus. Use follow-up techniques to clarify the issue to be decided, to confirm agreement on the decision, and to achieve closure. (Apply)III. Continuous Improvement Techniques (40 Questions)A. Process Improvement 1. Six Sigma concepts and toolsCompare Six Sigma concepts, tools, and techniques. Understand the DMAIC phases: define, measure, analyze, improve, and control. (Understand)2. Lean concepts and toolsCompare lean concepts, tools, and techniques. Understand lean tools used to reduce waste, including set-up and cycle-time reduction, pull systems (kanban), continuous improvement (kaizen), just-in-time (JIT), 5S, value stream mapping, and error-proofing (poka-yoke). (Understand) 3. BenchmarkingDefine benchmarking and describe how it can be used to develop and support best practices. (Understand)4. Incremental and breakthrough improvement Describe and distinguish between these two types of improvements, the steps required for each, and the type of situation in which either type would be expected. (Understand)
B. Improvement Techniques Select and utilize improvement opportunity techniques and/or methodologies: (Apply) 1. Brainstorming2. Plan-do-check-act (PDCA) cycle3. Affinity diagrams4. Cost of poor quality (COPQ)5. Internal audits C. Improvement Tools Select, interpret, and apply the basic improvement tools: (Apply) 1. Flowcharts 2. Histograms 3. Pareto charts4. Scatter diagrams5. Check sheets6. Control charts7. Decision trees D. Root Cause AnalysisUtilize root cause tools such as the 5 Whys and fishbone diagram to implement correction and corrective action. (Apply)E. Risk Management Understand the tools and techniques used to identify and communicate risks, including failure modes and effects analysis (FMEA) and Strengths, weaknesses, opportunities, threats (SWOT). Understand prioritization of activities and projects based on risk. (Understand)IV. provider Relationship (7 Questions)A. provider selectionIdentify the provider selection criteria and approval process. (Remember)B. provider relationshipUnderstand provider relationships, associated challenges, and effects of a diverse supply base. (Understand)C. provider PerformanceIdentify provider performance measures, including quality performance, on-time delivery, and level of service. (Apply)V. Customer Relationship(7 Questions)A. Customer IdentificationDistinguish between internal and external customers. Describe their influence on products, services, and processes. (Understand)B. Voice of the Customer (VOC)1. Data gathering and useDescribe various methods for collecting customer satisfaction feedback, including formal surveys, informal feedback, warranty claims, and focus groups. Understand the importance of using customer satisfaction feedback to drive continuous improvement. (Understand)2. Complaint processDefine and identify a customer complaint. Understand and apply the complaint handling process including documentation, action taken, and providing resolve to the customer. (Apply) 3. Customer needsUnderstand the key elements of quality function deployment (QFD) and how it identifies and prioritizes customer expectations and needs. (Understand)

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DR. KAMAL T. JABBOUR | CQIA braindumps and test Questions

Dr. Kamal T. Jabbour, a member of the scientific and technical cadre of senior executives, is Senior Scientist for guidance Assurance, tips Directorate, Air force research Laboratory, Rome, long island. He serves because the foremost scientific authority and independent researcher in the container of guidance assurance, together with defensive tips conflict and offensive information conflict know-how. He conceives, plans, and advocates major research and development activities, monitors and courses the high-quality of scientific and technical resources, and provides knowledgeable technical consultation to other Air force corporations, branch of defense and executive agencies, universities and trade.

Dr. Jabbour began his skilled profession on the laptop engineering school at Syracuse tuition, where he taught and performed research for 2 decades, including a 3-yr time period as branch chairman. In 1999, he joined the Cyber Operations department at AFRL throughout the Intergovernmental Personnel Act, and transitioned regularly from academia to executive. He contributed to constructing the Offensive Cyber Operations application at AFRL before assuming his present place. His analysis focuses on constructing cybercraft that shapes cyberspace as the domain for the brand new revolution in defense force affairs.

based on President Bush's country wide strategy to comfortable cyberspace, Dr. Jabbour created the advanced path in Engineering in 2003 to boost the most efficient ROTC cadets into future cyber protection leaders. The ACE combines superior educational working towards, arms-on internships, officer development and weekly eight-mile runs into a challenging cyber protection boot camp. The ACE acquired designation of a unique activity item for its position in establishing officers for the brand new Air drive cyberspace Command. Dr. Jabbour has received one U.S. patent, posted more than 60 papers in refereed journals and conference court cases, and penned 317 articles on working. He additionally supervised 21 theses and dissertations. An avid distance runner who has run marathons in all 50 states, Dr. Jabbour wrote a weekly column on operating in the Syracuse publish-standard from 1997 to 2003.

EDUCATION1979 Bachelor of Electrical Engineering degree, with distinction, American school of Beirut, Lebanon1982 medical professional of Philosophy in electrical engineering, tuition of Salford, England2006 govt management Seminar, Air institution, Maxwell Air force Base, Ala.2006 govt development Seminar - leading change, office of Personnel administration, Denver, Colo.2006 safety Investigation Board President route, Air drive defense middle, Kirtland AFB, N.M.2007 Senior government Seminar, Air force Doctrine construction and schooling center, Air college, Maxwell AFB, Ala.2008 Senior Joint advice Operations functions direction, LeMay middle for Doctrine development and education, Air university, Maxwell AFB, Ala.2009 space Operations route - government degree, superior area Operations faculty, Colorado Springs, Colo. 2011 Senior govt short course, U.S. Air force test Pilot faculty, Edwards AFB, Calif.2011 national Reconnaissance Operations center programs talents direction, Rome, N.Y.career CHRONOLOGY 1. 1982 - 2004, assistant/affiliate professor of laptop engineering, Syracuse institution, N.Y.  (1990 - 1993, Chairman, department of Electrical and laptop Engineering, Syracuse tuition, N.Y.) 2. 2004 - 2006, Senior desktop Engineer, Cyber Operations branch, Air drive analysis Laboratory, Rome, N.Y.three. 2006 - 2007, essential desktop Engineer, Cyber Operations department, AFRL, Rome, N.Y.four. 2007 - latest, Senior Scientist for counsel Assurance, counsel Directorate, AFRL, Rome, N.Y.

AWARDS AND HONORS1987 instructing Excellence Award, familiar Electric1991 Volunteer carrier Award, Syracuse Chargers track Club1997 song and container carrier Award, Syracuse University1997 brilliant service Award, Syracuse Chargers track Club1997 impressive Undergraduate teacher Award, Syracuse Chapter of Eta Kappa Nu1998 Bob Rodale Golden Shoe Award for contributions to the operating community, Runner's World2006 astonishing expert construction Award, Mohawk Valley Engineers govt Council2006 research and know-how team Award - Cyber Operations team, AFRL tips Directorate2007 Harry S. Davis Memorial Award for stunning Technical achievement, AFRL assistance Directorate2010 Air drive extraordinary advice Operations team of the year Award2014 Member, 50 States Marathon club for operating a marathon in all 50 states2015 commencement Speaker, Louisiana Tech school, Ruston, Louisiana2015 Air force Reserve Command assistance Dominance normal Edwin W. Rawlings team Award2017 Air drive Reserve Command information Dominance familiar Edwin W. Rawlings crew Award2018 Federal one hundred Winner - Federal executive counsel know-how Leaders with premier affect

(current as of January 2018)

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