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Quality-Assurance CQIA : Certified Quality Improvement Associate Exam

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Test Number : CQIA
Test 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 syllabu 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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Quality-Assurance Questions and Answers

New Contact center Leaders, here are useful options to four complications You’re prone to Face | CQIA boot camp and braindumps

My first job out of school turned into as a frontline agent within the contact core for a SaaS startup — and over the next 15 years, I grew right into a director function. capable for a metamorphosis, I’ve been on an operations hiatus of kinds for the previous 5 years, working in a few diverse advertising roles where it become my job to suggest contact center leaders on most appropriate practices for technology, first-class, and customer experience.

The columns I’ve written for CustomerThink have all been written right through that hiatus, drawing each from event and from working alongside contact middle leaders in plenty of organizations. but things have modified and that i now discover myself back in a contact core management role at a SaaS startup, and i’m now trying to execute on many of the training realized and shared.

listed here, I’m going to share one of the vital complications that had been presented to me during my interview system for this position — all fairly usual complications I may add. and that i’ll present my method and suggestions for solving them. Let’s start in no specific order.

problem #1 – Their agents are too reliant on canned responses and want to become fluent in their enterprise and product.

Canned responses, or macros, permit brokers to right away and efficaciously ship pre-written responses to clients. however they're additionally with ease used as a crutch, preventing agents from studying the material and tailoring responses to fully tackle issues offered through purchasers.

You may believe that, when offered with this difficulty, I too took a shot at canned responses, however you’d be wrong. What we've is a quality assurance and practising issue, not a canned response problem. How will first-class support? here’s a definition:

nice assurance for the contact core is about surroundings a standard for how the work is done and then making certain, through assessment, teaching, and training, that the work is constantly finished at or above the commonplace.

In different words, in case you don’t like how brokers are speaking with consumers, nice assurance is your solution. Very instantly, right here’s what their technique feels like:

  • be mindful their enterprise mission and create a procedure that aligns with, and reinforces, that mission.
  • check all of the required behaviors in consumer interactions that support you achieve your mission.
  • Create a definition doc that allows managers, supervisors, and agents alike to take into account precisely what’s anticipated of them on every customer interaction.
  • consistently consider consumer interactions and instruct agents.
  • Calibrate with contact center leadership, making changes to the system unless you suppose that it’s assisting you achieve the mission.
  • Repeat
  • suggestion: recognize that, if you’re sad with the style brokers are interacting with customers, quality assurance is the answer. And when you have a top quality technique but still aren’t happy, it’s time to remodel the system to align with your mission and goals.

    difficulty #2 – We’re busy and unsure if the time is right to rent greater people.

    Overstaffing a contact center isn't a vogue I see taking hold any time quickly. extra regularly the norm is contact center leaders clamoring for greater americans while business leaders flinch at the contact center funds. This disconnect happens when they base their hiring choices on feelings rather than statistics.

    fixing this problem requires an realizing of personnel administration and listed here are some questions we’re looking to reply to build their case for hiring extra people.

  • When are customer interactions arriving and are agents scheduled at the most reliable times to address them?
  • How will they define and measure agent productivity and will they be aware of if brokers are being productive?
  • Are product bugs and concerns driving up their contact quantity unnecessarily?
  • Are clients capable of self-resolve considerations the use of their potential base and different self-help resources and how often?
  • Are agents empowered to solve considerations on their personal or are useless delays created because of regular escalations?
  • Are brokers being trained and coached to enrich the great of their responses and work correctly so consumers don’t ought to contact us more than as soon as about an issue?
  • bound, sometimes the greatest they are able to do in a condition is to employ extra people, but every now and then working smarter and extra efficaciously can avoid the deserve to appoint extra americans.

    suggestion: Hiring more people isn’t the best answer to a staffing issue. focus also on safely scheduling, training, equipping, and empowering your brokers and purchasers to solve extra considerations, optimizing your consumer contact extent.

    issue #three – Engineering is able for greater projects and they need enter from the contact center.

    Startups, like any business, have restricted building elements and their focus need to always be on those tasks so one can support the enterprise grow and be triumphant. The contact middle interacts with shoppers all day, every day and therefore, they have got remarks that may support engineering prioritize correctly.

    now and again within the contact middle, they care too an awful lot about particular person purchasers and fall into a cycle of the usage of engineering to clear up the considerations of the day in preference to taking a step returned and thinking concerning the initiatives that make strategic sense for the company. bound, there will all the time be urgent bugs and massive consumers who heavily affect priorities but those are just one of the elements to trust.

    Our group is working to compile an inventory of known bugs and consumer feature requests, together with the interior tool requests that allows you to support brokers work greater correctly. The next step, before prioritizing, is to check probably the most impactful considerations with information. listed here are one of the crucial statistics aspects they examine:

  • what number of customer contacts are caused with the aid of this issue? How plenty do those contacts can charge?
  • How much greater productive might their agents be if they solved this situation? Would tackle times or first contact decision prices enhance by way of fixing it?
  • How tons customer churn is pushed by way of this problem? How a lot does that churn cost in lost income and buying new customers?
  • How a good deal would their client pride increase by means of fixing this subject?
  • There’s always some guesstimation that goes into these numbers however, provided that this effort is put forth, the engineering team is more than happy to take heed to the contact center when setting their priorities.

    advice: all the time have a tool and feature record on the able and be prepared to show, with statistics, how investing engineering elements in them will increase the enterprise and customer event.

    issue #4 – We’re able to add new customer help channels, however should still we?

    From the very starting, my business has most effective provided support to clients by means of email with the occasional interplay over quite a lot of social media outlets. Some purchasers will inevitably crave a live channel like chat or mobile — and to be honest, their guide crew commonly needs they offered are living channels for his or her means to more expediently identify and get to the bottom of consumer considerations.

    There’s also gigantic peer drive in the contact middle business to adopt an omnichannel or multichannel approach and be in every single place your consumers are. but I firmly believe that their shoppers would select not to contact us in any respect in the event that they didn’t ought to. So earlier than including new channels here are just a few issues we’re pondering via.

  • Are they when you consider that are living consumer service channels as a result of poor satisfactory or provider tiers on their current channels? I’m reminded of a previous job the place customers flooded to their overstaffed earnings phone line because the 1-2 minute wait time beat the 10-15 minute wait time on the assist line.
  • How is the shortcoming of live channels impacting new enterprise, consumer churn, and client delight?
  • Are they prepared to put money into correct staffing for live channels? What if their electronic mail volume doesn’t decrease because of providing reside channels?
  • Are they prepared to on no account turn off live channels once they turn them on? for instance, some businesses are acquainted with turning on chat at random, leading to an inconsistent adventure for clients.
  • do they well known that self-carrier is additionally a guide channel and are they doing every thing they are able to to assist their shoppers self-solve as many issues as feasible?
  • At latest, we’ve resolved to focus on supplying the gold standard electronic mail support possible and dealing on presenting consumers with self-support alternatives before they post tickets.

    recommendation: withstand the temptation to present every viable customer provider channel, turning them on only when in fact necessary to aid the customer experience. There’s value in simplicity and focusing on doing one or two channels very neatly.


    As I examine these four issues and some of the plans I’ve shared, now comes the fun half the place they goal to solve them.

    earlier than I close, I’m reminded of one other difficulty. a couple of months in the past, the enterprise invested in a brand new customer engagement platform with the promise of solving some of those complications, but there’s fear that they haven’t absolutely viewed the value. because of a powerful integration between the constructed-in knowledgebase and other support channels, as well as strong reporting, that perception is starting to exchange.

    There’s an outstanding possibility that if you’ve lately been employed to steer in a contact core, you’re being asked to clear up an identical issues. i am hoping this text can aid you're taking a step returned, ask the right questions, and approach solutions holistically and sustainably. in case you’re trying to clear up a contact core problem now not listed right here, depart a remark, and let’s take a glance at it collectively.

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