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Exam Code: CQIA Practice test 2022 by team
CQIA Certified Quality Improvement Associate

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 Boost 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. supplier Relationship (7 Questions)A. supplier selectionIdentify the supplier selection criteria and approval process. (Remember)B. supplier relationshipUnderstand supplier relationships, associated challenges, and effects of a diverse supply base. (Understand)C. supplier PerformanceIdentify supplier 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)

Certified Quality Improvement Associate
Quality-Assurance Improvement benefits
Killexams : Quality-Assurance Improvement benefits - BingNews Search results Killexams : Quality-Assurance Improvement benefits - BingNews Killexams : NICE Guidance and Quality Standard Assurance: A process change to Boost effectiveness and efficiency

Shared learning database


East Sussex Healthcare NHS Trust

Published date:

March 2019

A process of improving a Clinical Division NICE assurance system is described moving - from a position of poor processes and ineffective evaluation strategies - to a systematic, robust and efficient process of review and action plan achievements.

Guidance the shared learning relates to:


Does the example relate to a general implementation of all NICE guidance?


Does the example relate to a specific implementation of a specific piece of NICE guidance?



Aims and objectives

The aim was to develop a streamlined, robust and meaningful approach to our Trust NICE assurance process across our large clinical division. The Out of Hospitals Division is made up of over 30 different clinical services across acute and community settings covering the vast geographical area of East Sussex. The objective was to create a single, unified approach to the evaluation of NICE guidance and Quality Standards reaching across our uni- and multi-professional services caring for our adult population.

Reasons for implementing your project

The clinical division was unable to be responsive to the compliance, evaluation and action requirements in relation to NICE guidance and Quality Standards. There was an extensive backlog, response timeframes where consistently breached and the quality of the assurance process was poor.

The challenges within the division were recognised as:

  • Multiple professions, diverse range of services and large geographical areas
  • Many NICE Guidelines have recommendations that span multiple services, professions and clinical settings that were challenging to achieve compliance evaluations and meaningful compliance assurance and cohesive action plans
  • Lack of centralised oversight of compliance status and service/workforce development needs
  • Unclear, fragmented and untimely communication processes
  • Lack of awareness at a service and clinician level of the NICE assurance process that was required, negotiating the NICE website and the NICE resources and tools that were available to support evaluation
  • The existing process was being undertaken by a single individual responsible for responding central to all guidance and quality standards for over 1000 staff, within 9 professional groups across more than 30 services
  • No systematic process for the dissemination of guidance and standards across the division.
  • No identified ‘NICE responders’
  • No lines of accountability
  • Reactive to breeching rather than proactively responding in a meaningful manner
  • Inefficient and time consuming

It was essential to respond to these challenges and to develop a process that supported the quality assurance evaluation.  Improving compliance, awareness and engagement in the assurance process would lead to service improvements, produce cost benefits and support the Trust aim to be ‘Outstanding by 2020’.

How did you implement the project

A systematic process was developed and the steps required for successful implementation were identified and actioned, which included:

  • A dedicated Governance Officer was appointed within the Division.
  • Allocation of a dedicated Clinical Effectiveness Facilitator from within the Trust to the Division.
  • Identification of a dedicated core multi-professional team with professional and service level expertise and oversight
  • Establishment of a wider network of NICE responders across professions and services within the division
  • Education of NICE responders on the NICE products and resources for evaluation and use of the NICE Tools for evaluation, responding and action plan development
  • Development of a priority rating system to show levels of compliance and action plan implementation
  • Fortnightly 1 hour conference calls with the core team were established to provide timely evaluations of NICE products, triage newly published guidance and quality standards and to follow-up outstanding action plans.

Brief NICE infograms are produced to ensure awareness of relevant recommendations and quality standards to relevant clinicians and service teams. NICE Matters are part of team meetings and governance agendas

When response evaluation is beyond the expertise of the core team, invitations are sent to relevant service or professional NICE responders to evaluate specific guidance. All contacts and responses are logged and followed up proactively, with action plan development supported and collaborative with service management.

The process re-design was continually evaluated to refine macro and micro elements to the process, combined with feedback and input from the wider responder group to develop the final process.

Key findings

The NICE assurance system re-design has moved our Clinical Division from an extensive target breeches and poor levels of 65% compliance in responding to clinical guidance evaluations and 36% compliance in quality standard evaluations to consistently achieving 100 % of responses within the 3 month timeframe target. The re-design has supported the development and completion of more clinically and operationally meaningful and collaborative recommendation evaluations, action plans and service changes. At a central level, the Clinical Divisional has moved from a poor to outstanding clinical effectiveness position.

The implementation has had a direct impact on quality improvements across our many multiple services which now have the use of NICE resources and tools for supporting evaluation and impacts embedded in clinical and operational processes.

There was an accompanying 40% cost saving by utilising a clinical effectiveness facilitator rather than a senior clinician to co-ordinate our NICE assurance processes. 

Importantly, the Clinical Division has established much greater awareness, oversight, efficient processes and greater implementation of NICE guidance and use of quality standards to deliver its aim for high quality and cost-beneficial care. There is also more effective and robust processes of identifying areas for improvement and training. This significant improvement has been recognised at the Trust Awards for Quality Improvement. The changes have placed our Division’s services in a position to be proactive with cost-beneficial service developments and innovations compared to having poor oversight and benchmarking of the levels of evidence-based care and quality. 

Key learning points

Key learning

  • Importance of education at all levels to support greater understanding of the value of NICE resources and the tools available to support better quality care and cost-effectiveness of services and future planning
  • Embedding education and training on use of NICE resources and its website into Trust Induction
  • Evaluation of current assurance systems and procedures along with determining local barriers and enablers to engagement with NICE resources
  • Developing local NICE champions with services and professions has supported better processes and helped raise awareness
  • Engagement and support at service manager and executive level to appreciate the value of investing in a robust process of assurance that requires dedicated time for evaluation and action plan achievement often required to be undertaken by clinicians under time pressures
  • Establishing clear lines of accountability for seeking responses and achieving evaluations from services and professions within services
  • Investing in support staff to undertake the administration requirements, data collation, reporting required

Next steps

  • Where there is non-compliance with recommendations, establishing a dedicated forum within the Trust where clinicians at delivery level can influence service and financial forward planning and strategies for workforce development and input into resource allocation priorities.
  • When aspects of NICE guidance were either not prioritised or beyond the scope of achievement for services, establishing a process of longer term follow-up for review evaluations.
  • Identify more effective methodologies and methods to capturing impact data to demonstrate the quality and cost-effectiveness gains of local service improvements achieved through the development and achievement of action plans.

Contact details


Consultant Physiotherapist


East Sussex Healthcare NHS Trust



Primary and Secondary Care

Is the example industry-sponsored in any way?


Sat, 23 Mar 2019 13:41:00 -0500 en-GB text/html
Killexams : Analyse, prioritise, digitalise: Top manual processes to be automated for a fast ROI

The benefits of automating manual processes have long been known to manufacturers — cost reduction, quality improvement and increased safety are just some of the most obvious. But what processes should manufacturers prioritise in their journey to Industry 4.0? In this article, Neil Ballinger, head of EMEA at automation parts supplier EU Automation, offers an overview of the tasks that, once automated, offer the fastest return on investment (ROI).

Since the emergence of the term Industry 4.0 in 2011, the digital journey of most manufacturers has been characterised by a marathon-like approach — slow and steady. For manufacturers who are not blessed with an endless stream of cash and expert teams of in-house technologists, the gradual implementation of automation has been the safest and most effective way of digitalising their premises.

However, the COVID-19 pandemic and its ripple effect on the global socio-political balance has forced manufacturers to digitalise at full throttle, effectively turning their Industry 4.0 journey from a marathon to a sprint. In this scenario, plant managers are under increasing pressure to make the best decision when prioritising processes to be switched from manual to digital.

Although the needs of every production or assembly plant differ, when planning an automation project there are three key variables that plant managers should consider — the speed of the return on investment (ROI), the ease of implementation, and the impact of the project on the workforce. Let’s see a few examples of digitalisation projects that win on all three fronts.

Pick and place

The repetitive act of picking up a piece and placing it in the correct spot for further processing is enough to test the patience of even the most motivated employee. When parts are heavy, difficult to manipulate or in close proximity to hot surfaces and dangerous machinery, the task turns from tedious to hazardous.

Luckily, pick and place applications are some of the easiest and most cost-effective to digitalise. There is a wide variety of robotic arms on the market that require little upfront investment, can be programmed with no coding expertise, and drastically facilitate employees’ work.

For example, igus’ latest cobot, part of the igus Rebel family, costs less than EUR 5,000 and can be programmed remotely through an online integration service that offers fixed-price consultations. This plug and play cobot is up and running in just a couple of days and can lift up to 2kg.

For heavier lifting, such as in palletizing applications, prices are considerably higher — a standard solution handling one layer per minute starts at around EUR140,000, excluding integration and extra accessories. Programming and maintenance can also be quite complex and generally requires the assistance of a systems integrator.

However, automatic palletizers can have a huge impact on staff wellbeing, since manual palletization is a demanding physical task that can often lead to accidents and repetitive strain injuries (RSIs). Though capital recovery might be slower than in other automation projects, the benefits in increased safety and staff retention will be worth the investment in the long run.

Quality assurance

The strict standards of Industry 4.0 make quality assurance (QA) an essential step of the manufacturing process. However, the cost and complexity of traditional machine vision solutions mean that many factories still rely on manual inspection.

Unfortunately, human inspectors cannot reliably check complex products for eight hours a day without missing defects. Think of a printed circuit board (PCB) — a single item can contain dozens of hardly visible sub-components, each of which can present defects that compromise the functionality of the whole board.

Luckily, new solutions that transcend the limitations of traditional machine vision are reaching the market. For example, German-Israeli company Inspekto has developed a cost-effective Autonomous Machine Vision system, the INSPEKTO S70, that can be set up by the plant’s own personnel, without the help of a machine vision expert. The system comes pre-trained for a wide variety of use cases, which drastically reduces installation time.

Machine vision solutions such as Inspekto’s lead to a quick ROI thanks to their ability to reduce the cost of defects, which can include material waste, re-working costs, late delivery fees, reputational damage and more.

Moreover, automating quality assurance can free up personnel to perform more engaging tasks that add value. The wide variety of machine vision companies on the market and the many low-code and no-code solutions they provide ensure that manufacturers can find a QA system that matches their budget and technical skills.

Data entry

Fast and reliable data entry is essential for all processes that require accurate, up-to-date information, from monitoring sensor data for predictive maintenance, to processing bills of materials.

Manual data entry can often become a bottleneck for businesses, as data entry clerks might not be able to keep up with the need for real-time information and might introduce errors while reporting figures. This is where automated data entry systems can help.

Using optical character recognition, data entry software can read information from a wide variety of sources, such as PDFs, e-mails and websites, and absorb it into a centralised data storage application, be it a database or simple spreadsheet.

Automated data entry has a wide range of applications. The most common and well-known is automated invoice scanning, but data entry software can help in countless scenarios, such as preparing reports for audits and quality controls, managing business enquiries, processing the results of customer satisfaction surveys and more.

On top of these benefits, data entry software is generally simple to install and manage and can be extremely cost-effective — Culverdocs, for example, offers an all-inclusive package for a monthly fee of only £20 per user.

Cashflow, employee retention and a technical skills gap are some of the biggest challenges manufacturers are currently facing. By considering the ROI of their automation projects, their impact on the workforce and how easily they can be deployed and maintained, manufacturers can speed up their digitalisation marathon, taking the leap they need to gain a considerable competitive advantage.

To stay up-to-date with the latest innovations in smart manufacturing and access a wide range of resources, including audio blog posts and two e-books, visit EU Automation’s free Knowledge Hub

Process and Control Today are not responsible for the content of submitted or externally produced articles and images. Click here to email us about any errors or omissions contained within this article.

Wed, 12 Oct 2022 16:11:00 -0500 text/html
Killexams : The deep impact of digital transformation in medical device manufacturing

The MedTech sector in India has demonstrated its value during the last two years in solving several real-world problems that plagued the healthcare system. Today, there is greater impetus towards productivity optimisation to meet the challenges that are posed by the current economic conditions, public expectations, and tighter regulatory standards. The sector in itself has significant potential as highlighted by Frost & Sullivan’s report on the MedTech industry. The study reveals that MedTech is poised to grow at a steady CAGR of 6.3% from the FY2020 value of US$ 394.4 till FY2025. In this scenario, MedTech provides a unique position for India to become a high-quality medical device manufacturing hub that produces for the world. However, the potential to partake of such value lies in embracing digital transformation in manufacturing.  

The Realisation of MedTech 4.0

Having embarked on the digital journey early on, major MedTech companies started with the careful development and implementation of a digital strategy road map to make small yet immediate changes to select processes within the industry. This was followed by developing and retaining a digitally savvy workforce, adopting agile methodologies and addressing possible cyber threats. As a result, major MedTech companies have seen success in the areas of inventory management, logistics and distribution, device maintenance, product development and warehouse operations.

MedTech Industry 4.0 – The integration and realisation of the digital transformation into production facilities throughout their operations, has paved the way for quality improvement and standardisation of outcomes. Some of the areas that have seen successful implementation are as follows:

  • Internet of Medical Things (IoMT): Advances in device miniaturisation, portability and connectivity have supported the connected healthcare infrastructure. This connected ecosystem through IoMT allows the manufacturer to gain access to real-world data that can be further used to make improvements to their products. The data collected is used to develop usage insights from end-users, meet interoperability requirements, and gain a deeper understanding of the product’s operating environment.
  • Advanced Design Engineering: With the advancements in AI, deep learning, graphical modelling and 3D printing technologies, the conceptualisation and development speed of medical devices have significantly increased in comparison to the earlier process. This has helped manufacturers to further work towards products that have better endurance, effectiveness and ergonomics. Artificial Intelligence inclusions in the area of production quality control, yield optimisation and predictive maintenance have shown significant improvements in output over the years
  • Cloud Computing: Today with many large organisations moving their data and software to the cloud, there is a lot more focus on cloud computing. Such new-age capabilities have given a much-needed boost to manufacturing operations that are managed through enterprise resource planning tools.

Digital solutions to support device traceability

As a part of key implementation changes, one of the most important modifications that have been brought about in the MedTech industry is the implementation of traceability of the device – right from development to expiry. However, during the manufacturing stages, the design control traceability holds the key to product safety and efficacy. This provides regulatory agencies with the confidence that the desired product will reach the end-user. Digital solutions provide the much-needed guidance for these processes and established workflow. As a part of the quality control and assurance process, digital traceability enables easy identification for a continuous iterative improvement plan. 

In addition to traceability, another important parameter that digitisation has been able to simplify has been the change management process. This is specifically important when it comes to aspects like design review, verification, validation and approval during the stages of development and manufacturing of the device.

In India, we have large MedTech organisations that have already implemented these aspects and have reaped the benefits associated with these implementations. This has not only aided in increased productivity but reduced quality issues and more importantly opened up newer vistas for exports to developed markets. As more MedTech companies in India and other parts of the world stay the course of digitisation of medical device manufacturing, the overall quality of the currently available products in the market will go up. One of the far-reaching consequences of such transformation will undoubtedly be remarkable changes in the larger healthcare ecosystem. 

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Views expressed above are the author's own.


Thu, 06 Oct 2022 01:57:00 -0500 Anish Bafna en-US text/html
Killexams : Collective Health Earns NCQA Accreditation for Care Navigation™ Program

The MarketWatch News Department was not involved in the creation of this content.

SAN MATEO, Calif., (BUSINESS WIRE) -- Today, Collective Health announced it has received its two-year Case Management Accreditation by the National Committee for Quality Assurance (NCQA) for its Care Navigation™ program. Care Navigation™ plays a crucial role in helping people get the right support, at the right time, across an extensive set of complex health needs. The NCQA accredits a wide range of healthcare organizations, and Collective Health is honored to be one of the few TPA complex case management programs to receive this accreditation.

“Our Care Navigation philosophy is grounded in the principle of meeting members where they are, while empowering them with information and guidance that will impact them years down the line,” said Dr. Ari Hoffman, Chief Clinical Officer at Collective Health. “We are quite proud of this accreditation, which validates our efforts to build a care management and navigation program that meets the highest quality standards. Our team truly dedicates themselves to helping people in need navigate their benefits and care plans to live their healthiest lives.”

NCQA Case Management Accreditation is a nationally recognized evaluation that provides a framework for implementing evidence-based best practices to ensure efficient and cost-effective case management processes and service delivery. NCQA Accreditation standards are developed with input from researchers in the field, the Case Management Expert Panel and standing committees, employers, both purchasers and operators of Case Management programs, state and federal regulators and other experts.

“Case Management Accreditation moves us closer to measuring quality across population health management initiatives,” said Margaret E. O’Kane, President, NCQA. “Not only does it add value to existing quality improvement efforts; it also demonstrates an organization’s commitment to the highest degree of improving the quality of their patients’ care.”

Disjointed care can result in increased costs and a frustrating member experience. Providing the best holistic care management begins with the team. At Collective Health, Care Navigation™ is a comprehensive care management program made up of a team of pharmacists, social workers, nurses, dietitians and care coordinators that support people dealing with chronic or serious illnesses by helping them understand and navigate the disjointed U.S. healthcare system. Collective Health leverages its role as an employer’s plan administrator and its access to real-time claims and engagement data to quickly identify members in need of support and help them make informed choices about their healthcare - choices that result in improved care and lowered costs. Through the Care Navigation ™ program, employers can see a potential 2x savings from clinical interventions in care management.

About Collective Health

Founded in 2013, Collective Health’s ecosystem of innovative partners across care and benefits delivery, and powerful and flexible technology better enable employees and their families to understand, navigate, and pay for healthcare. By reducing the administrative lift of delivering health benefits, providing an intuitive member experience, and helping Boost health outcomes, the company guides employees toward healthier lives and companies toward healthier bottom lines. Collective Health is headquartered in San Mateo, CA with locations in Chicago, IL, and Lehi, UT. For more, please visit

About NCQA

NCQA is a private, nonprofit organization dedicated to improving health care quality. NCQA accredits and certifies a wide range of health care organizations. It also recognizes clinicians and practices in key areas of performance. NCQA’s Healthcare Effectiveness Data and Information Set (HEDIS®) is the most widely used performance measurement tool in health care. NCQA’s website ( contains information to help consumers, employers and others make more informed health care choices. NCQA can be found online at, on Twitter @ncqa, on Facebook at and on LinkedIn at

View source version on

SOURCE: Collective Health

Dana Schroeder


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The MarketWatch News Department was not involved in the creation of this content.

Wed, 28 Sep 2022 22:19:00 -0500 en-US text/html
Killexams : World Quality Report 2022-23: 72% of organizations think Quality Engineering can contribute to the environmental aspect of sustainable IT

Capgemini SE

World Quality Report 2022-23:
72% of organizations think Quality Engineering can contribute to the environmental aspect of sustainable IT

New report also highlights 85% of organizations consider Quality Engineering1 to be pivotal in the implementation of emerging technologies into real-world use cases

Paris, October 3, 2022 – 14th edition of the World Quality Report, published today by Capgemini, Sogeti2, and Micro Focus, examines the key trends and developments in Quality Engineering and Testing (QE&T) and highlights sustainable IT and Value Stream Management3 as new interest areas for quality teams. According to the report, there is also significant optimism around the future impact of emerging technology such as blockchain, the metaverse, and other Web 3.0 applications.

Sustainability was one of the new areas explored by this year’s edition of the report. Research revealed that while the role of quality within sustainable IT is still evolving, 72% of organizations think that QE&T could contribute to the environmental aspect of sustainable IT. Respondents are also optimistic about the benefits of green engineering as part of their sustainable IT strategies, with 47% of respondents citing improved brand value ranking as the most important benefit, followed closely by improved customer loyalty (46%).

The report also finds that organizations are increasingly looking at Quality Engineering and Testing (QE&T) to support the deployment and success of new technologies such as blockchain and Web 3.0 and to address associated business challenges in the fields of customer experience, time to market, security, and cost. To ensure seamless experiences for end-users, new technology needs to be tested in a different way than before, with a different approach and types of testing and quality validation.

Also, 96% of respondents believe they would face medium or high risks of cyber-attacks without a quality strategy in place for emerging technologies. As the pace of technological change is exponential, importance of adapting cybersecurity strategies to counter the risk of cyber-attacks also emerged in the research.

Quality assurance function is accelerating its transformation to quality engineering practices
While awareness is growing on how quality strategy can offset various risks associated with deploying new technology, the quality assurance function is transforming at speed from pure testing to real quality engineering practices. For example, 88% of respondents agreed they were at medium to high risk of losing market share to a competitor and 90% agreed that they face risk of increased costs for the deployment of new technology solutions without a QE&T strategy.
Focus on data continues to grow
There is unanimous agreement (89%) that robust data validation capabilities can Boost decision making, efficiency, and Boost bottom line profits. Test Data Management (TDM) is an integral part of the software testing lifecycle, however, only 20% of respondents have a fully implemented enterprise-wide test data provisioning strategy. Many organizations have serious challenges with the implementation of an effective data validation strategy; 42% see implementing data validation as a time-consuming exercise, while 47% of respondents said that having multiple complex databases itself acts as a challenge.

More integration across business teams needed to realize the potential of Agile4
There is a growing recognition of Agile development and digital transformation as key enablers of further IT investment: To accompany the fast DevOps transformation, there is a recognition that integrating QE&T at every stage of product development is critical to leveraging the full potential of this function.

The research found that organizations are reporting significant improvements by adopting Agile development: 64% of respondents cited on-time delivery as the biggest improvement. Reduced cost of quality was another key improvement (62%), followed closely by improved customer experience (61%).

However, organizations continue to struggle to implement Agile development across packaged applications and enterprise systems due to the complex practicalities involved in breaking down Enterprise Resource Planning (ERP) workflows and end-to-end business practices into a single backlog.

Mark Buenen, Global Leader, Quality Engineering and Testing at Capgemini Group, commented, “Recent years have seen unprecedented acceleration for digital platforms and an overall modernization of applications. At the same time, supply chain challenges, cyber security threats, and the ongoing skills shortage mean the landscape for enterprises has never been more complex. In turn, investment in robust quality assurance and engineering are the foundation of an organization’s ability to remain flexible, responsive, and adaptable. By looking deeper, we can see that this vital function can have a tangible impact on broader business performance, including profitability and even sustainability”.

The World Quality Report provides great insight into the current state and the future of IT, with an in-depth look at how emerging technologies are changing the quality needs and practices of organizations,” said Rohit de Souza, Senior Vice President, General Manager - ITOM Product Group & ADM Product Group, Leader of the CTO office and Product Security, Micro Focus. This year’s findings detail the fact that Quality Engineering and Testing is taking into account that change is continuous, and organizations must be flexible, adaptable and responsive to meet this challenge while reaching optimal business performance. At the same time, organizations are also focusing of generating value for customers and end users.

The report and additional information are available here.

World Quality Report 2022 research methodology
The World Quality Report is the only global report analyzing application quality and testing trends. It has been produced annually since 2009. This year’s edition has tracked and examined the most important trends and developments in Quality Engineering and Testing by surveying more than 1,750 senior executives across 32 countries and 10 sectors. The expert findings are complemented with commentary, examples and best practices from more than 15+ senior executives from various fortune 500 organizations, that participated in deep-dive interviews around these topics.

About Capgemini
Capgemini is a global leader in partnering with companies to transform and manage their business by harnessing the power of technology. The Group is guided everyday by its purpose of unleashing human energy through technology for an inclusive and sustainable future. It is a responsible and diverse organization of over 350,000 team members in more than 50 countries. With its strong 55-year heritage and deep industry expertise, Capgemini is trusted by its clients to address the entire breadth of their business needs, from strategy and design to operations, fueled by the fast evolving and innovative world of cloud, data, AI, connectivity, software, digital engineering and platforms. The Group reported in 2021 global revenues of €18 billion.
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About Micro Focus
Micro Focus is one of the world’s largest enterprise software providers, focused on solving the IT dilemma—how to balance today’s needs with tomorrow’s opportunities. We deliver mission-critical technology that helps tens of thousands of customers worldwide manage core IT elements of their business. Strengthened by our strategic services and support organizations, and an extensive partner network, our broad set of technologies for security, IT operations, application delivery, governance, modernization, and analytics provides the innovative solutions organizations need to run and transform—at the same time.

1 Quality engineering spans the entire product lifecycle, not just the software development process.

2 Part of the Capgemini Group, Sogeti makes business value through technology for organizations that need to implement innovation at speed and want a local partner with global scale. With a hands-on culture and close proximity to its clients, Sogeti implements solutions that will help organizations work faster, better, and smarter. By combining its agility and speed of implementation through a DevOps approach, Sogeti delivers innovative solutions in quality engineering, cloud and application development, all driven by AI, data and automation.

3 Value Stream Management: method that allows to optimize the steps necessary to envision, implement and deliver software.

4 In software development, Agile practices include requirements discovery and solutions improvement through the collaborative effort of self-organizing and cross-functional teams with their customer(s)/end user(s), adaptive planning, evolutionary development, early delivery, continual improvement, and flexible responses to changes in requirements, capacity, and understanding of the problems to be solved. It aims to provide better responsiveness to changing business needs.


Sun, 02 Oct 2022 20:40:00 -0500 en-AU text/html
Killexams : Time for higher education in Bangladesh to evolve

Four years have passed since I moved to Bangladesh from the UK to serve as a registrar, first at Asian University for Women and then at Brac University. I loved Bangladesh from the moment of touchdown in Chattogram: a country and region of transcendent beauty, resourcefulness and sense of the vibration of life.

Coming from the UK, it is natural to make comparisons between the Bangladesh and UK higher education systems. There is much to learn on both sides. One of the obvious comparisons is that it generally takes far less time for full-time students to graduate in the UK than Bangladesh – three years in most cases, although there are variations. Higher education in the UK, and more widely, in Europe has, of course, had much longer to become established, with a remarkably strong research base, well-developed links with industry, and good practice in effective, dynamic approaches to teaching, learning, and student support.

Bangladesh has an opportunity, however, to avoid some of the mistakes that have occurred recently in UK higher education policy. There is presently a reductionist tendency in public policy in the UK, more particularly in England, to judge the value of higher education on the basis of short-term career outcomes and starting salaries for graduates.

We want to work in partnership with our students, not to see them primarily as customers, but to encourage their appreciation of the value of higher education. That involves challenge, self-discipline and personal transformation. Students are invited to become good, thoughtful, socially responsible citizens committed to a life of sustained service to humanity. We must help students to learn, encouraging active rather than passive learning, critical thinking, hard and soft skills, resourcefulness, entrepreneurship, and avoiding overemphasis on examinations, which stifles learning.

Bangladesh faces a curious challenge. There are high rates of graduate unemployment alongside evidence of the need for high-level graduate skills to meet the demands of a massive social and technological revolution. Many countries have invested heavily in higher education as their economies move from low wage manufacturing into diverse economies based on knowledge and high-level skills.

There are often criticisms of higher education institutions: questions whether too many people enter university and whether they are studying the right subjects. There are debates about the real impact of higher education on student learning. The extent of university investment in vocational education is considerable, however, and often underestimated by commentators. The contribution of higher education to the economy around the world is well-evidenced, coming from research, knowledge exchange, professional training, workforce development, innovation, and creativity.

Each year, concerns are expressed through the national media about the relatively poor performance of Bangladeshi universities in world league tables. Really, Bangladesh just has not played the league table "game"; with a few exceptions, universities have not systematically focused on the criteria that inform the league table results. League tables are a marketing device that provide a distorted impression, and the comparisons between institutions are highly questionable. Yet league tables can also be a powerful stimulus for institutional improvement and visibility. 

There is an urgent need for substantial, nationwide improvement in higher education in Bangladesh. Some universities are engaged in significant development and there are various national initiatives, but the clock is ticking as international competition grows stronger and talented Bangladeshi graduates are disadvantaged against their contemporaries in other countries.

Prof Vincent Chang, vice-chancellor of Brac University, has observed, "Of particular concern is Bangladesh's failure to establish any globally ranked universities at the time when the country is trying to become a diversified knowledge-based economy. Higher education institutions are generally regarded as the enabling vehicles for the creation of knowledge-based industries because they ensure that future knowledge workers have the skills and competences to become globally competitive. The reason for this failure is largely down to a lack of investment in the higher education system. In the last half a century, East Asian economies have transitioned from low wage manufacturing economies into diversified knowledge-based economies. To achieve this, they have invested heavily in their higher education institutions and unashamedly imported international expertise and best practice methods…"

Facing the profound social and technological change of a new industrial revolution, Bangladesh can reap considerable benefits through reform of higher education. There are various ingredients that are necessary to a thriving higher education sector. Many of those ingredients are included already in the national Bangladesh Strategic Plan for Higher Education 2018-2030.

It can take years to develop new programmes of study even when they address urgent national, social, and economic needs. Meanwhile, some other countries race ahead without those constraints. There is an imperative for Bangladesh to introduce a more effective and timely approach to academic programme development before the country loses irreparably to international competitors.

It does not have to be that way. The national quality assurance system should focus mainly on outputs rather than inputs. Some years ago, the UK Quality Assurance Agency created an institutional review which involves a periodic assessment of quality and standards in each institution, conducted through a physical visit by teams of trained peer reviewers. Within an outcome-based system of national accreditation in Bangladesh, institutions with demonstrably robust systems could be given greater freedom to pursue programme development and educational innovation.

There appears to be a counterproductive tendency to see the public and private universities in a position of opposition to each other. There are persistent challenges for private universities to introduce new programmes, to try innovative approaches to teaching and learning and to bring industry into the classroom. We are in the strange situation where some private university faculties are able to supervise doctoral students in leading international universities, but not in their home country. The restriction on leading private universities awarding PhDs in subject areas where they have demonstrable and sustainable expertise is also a restriction on the growth of research for national benefit, of high quality postgraduate provision, and an increase in the numbers of highly qualified faculty across Bangladesh.

There is much talk in higher education circles of the value of "internationalisation." "Internationalisation" is about the higher education sector valuing diversity and functioning in an intimately connected, borderless world, where ideas and knowledge are shared. The theme of internationalisation is in the tradition of Rabindranath Tagore, who supported a concept of global community and who called for "unity in diversity," expressed in the ideas for his own schools and Visva-Bharati University.

The development of international academic partnerships should be evaluated carefully as Bangladesh becomes more attractive to international providers. Bangladesh may lose through partnerships which just lead students away to study in other countries, maybe never to return, or which damage good local providers through unfair competition. There is a need for genuine, two-way international partnership, mutual learning and capacity-building for Bangladesh. Indeed, other countries and their higher education sectors have much to learn from Bangladesh, which has profound expertise from the experience of nation-building and social and economic development over half a century.

Dr Dave Dowland is registrar of Brac University and former registrar and chief operating officer of Asian University for Women. 

Mon, 10 Oct 2022 21:03:00 -0500 en text/html
Killexams : Federal grant bolsters employment opportunities for people with intellectual and developmental disabilities

A $13.8 million federal grant has been awarded to North Carolina toward assisting people with intellectual and developmental disabilities access inclusive jobs with competitive wages and benefits.

The five-year grant comes from the U.S. Department of Education’s Rehabilitation Services Administration for Subminimum Wage to Competitive Integrated Employment demonstration projects. The N.C. Division of Vocational Rehabilitation Services is one of 14 state agencies receiving funding from the Disability Innovation Fund.

The project will provide support and training to increase access to jobs in growing employment sectors — green jobs, essential workers and travel/hospitality.

North Carolina’s project will create three regional pilot sites “to provide an enhanced array of evidence-based services to increase access to competitive integrated employment.”

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Those initiatives offers those with disabilities the opportunity to work alongside other employees without disabilities, as well as earn at least minimum wage and receive the same workplace benefits and opportunities as other employees doing the same job.

A key feature of North Carolina’s demonstration project is the formation of a stakeholder advisory council, including individuals with intellectual and developmental disabilities and their families, service providers, employers and other key system partners.

“Building a strong and inclusive workforce is a top priority for our department and our state,” state Health Secretary Kody Kinsley said in a statement.

Olmstead plan

Kinsley said the grant funds “will help North Carolina make progress toward the strategic priorities in our state’s Olmstead Plan.”

The Olmstead plan is part of a court-ordered settlement spurred by claims made by Disability Rights NC in November 2010 that the state was violating the federal Americans with Disabilities Act by placing individuals with mental illness into adult-care homes.

The settlement is measured through six thresholds: supported housing; supported employment; discharge and transition planning; quality assurance and performance improvement; pre-admission screening and diversion; and community-based mental health services.

In January, the N.C. Department of Health and Human Services released its long-awaited Olmstead plan for placing at least 3,000 qualified behavioral health individuals into independent housing and securing their proper economic and health status once there.

Eligible to participate are people living in adult-care homes whose symptoms have been diagnosed as a serious and persistent mental illness, or those who have been in treatment for more than 90 days at a state hospital.

The publicly funded plan covers 2022 and 2023. A draft of the plan was released in October and was subject to public comment.

The goal has been to assist eligible individuals in “residing in and experiencing the full benefit of being part of day-to-day life in communities alongside those without disabilities.”

The plan outlines an approach to the array of services and supports vital to community living.

Access to housing, employment, home and community-based services and other supports are addressed.

U.S. Justice officials gave North Carolina until June 30, 2023, to complete the transition initiative.

Justice officials said the extra two years will allow North Carolina “to substantially comply with other obligations in this comprehensive agreement, such as improving community-based mental health services, supported employment, transition and discharge processes, and its quality assurance and performance improvement system.”

DHHS said that as of Sept. 30, there have been 3,002 placements with the assistance of the state’s seven behavioral health managed care organizations, such as Partners Health Management in Davie, Forsyth, Surry and Yadkin counties.

Fri, 07 Oct 2022 13:30:00 -0500 Richard Craver en text/html
Killexams : Ascot Resources Achieves Positive Grade Reconciliation From Undergound Development Sampling Program at the Big Missouri Deposit

VANCOUVER, British Columbia, Oct. 17, 2022 (GLOBE NEWSWIRE) -- Ascot Resources Ltd. (TSX: AOT; OTCQX: AOTVF) (“Ascot” or the “Company”) is pleased to announce initial positive grade reconciliation between muck samples and the block model grade from underground development at the Company’s Premier Gold Project (“PGP” or the “project”), located on Nisga’a Nation Treaty Lands in the prolific Golden Triangle of northwestern British Columbia. These results are from underground development sampling at the Big Missouri deposit, approximately six kilometres north of the past-producing Premier mill.

Highlights from the grade reconciliation program include:

  • Combined results from ore drives 1 and 2 yielded overall 9% positive grade reconciliation from muck samples compared to the resource block model
  • As expected, the Company encountered high variability in development round grades often associated with high-grade epithermal gold deposits
  • Initial results suggest good potential to increase mined grades by continuously improving external mining dilution

Derek White, President and CEO of Ascot commented, “The ability to commence underground development this year has been transformative for Ascot. Mining development rates have exceeded expectations, benefiting from good rock quality. In accessing the first stoping areas in the A Zone of the Big Missouri deposit, we continue to enhance our understanding of the mineralization at the Premier Gold Project.

We are especially pleased that in our initial underground sampling, notwithstanding a high degree of variability as expected with this style of mineralization, we have had 9% positive reconciliation on gold grade compared to the block model. In addition, by continuously improving our mining selectivity, we believe the mined grades can be further improved.”

Underground development progress

The Big Missouri deposit hosts a probable reserve of 809 kt grading 7.15 g/t Au and 12.2 g/t Ag and containing 186 koz Au and 317 koz Ag, an indicated resource of 1,116 kt grading 8.36 g/t Au and 16.9 g/t Ag and containing 300 koz Au and 607 koz Ag, and an inferred resource of 1,897 kt grading 8.34 g/t Au and 14.7 g/t Ag and containing 508 koz Au and 896 koz Ag. These reserves and resources are outlined in the NI 43-101 technical report entitled “Premier & Red Mountain Gold Project Feasibility Study NI 43-101 Technical Report, British Columbia”, dated May 22, 2020, with an effective date of April 15, 2020.

Underground development at Big Missouri is progressing well with over 815 metres of development completed to date, consisting of 128 metres on the main ramp, 314 metres on the A Zone access and 222 metres in three crosscuts into mineralized areas, with the remaining 150 metres completed in various underground infrastructure (see Figure 1). With excellent ground conditions, development rates have exceeded expectations so far, and in exact months underground crews have averaged 6 metres per day in single headings and over 10 metres per day in multiple headings. The survey controls for underground development have been accurate to date, with a surface drill hole recently being intersected by development within 30 centimeters of the expected location.

Figure 1

Grade reconciliation program

In the early stages of underground development, Ascot is employing a multifaceted approach in reconciliation work to maximize the available data and enhance the geological model at PGP. In addition to exact and historical surface drill results, and with underground development having accessed the A Zone of the Big Missouri deposit, the Company collects chip samples along the walls of underground workings, muck samples from blasted development rounds, and sludge samples from an underground long-hole drill.

Recently, underground development advanced into two stoping areas called Ore Drive 1 (“OD1”) and Ore Drive 2 (“OD2”). Development advanced four rounds into OD1 and seven rounds into OD2, for eleven rounds total. From each development round, a total of 10 muck samples totaling approximately 30-40 kg of material were collected and sent for assaying.

For the reconciliation exercise, the as-built solids were compared with the block model to factor in external dilution and to estimate the tonnage and gold grade of each development round. The summary and comparison of predicted and realized tonnages and grades are shown in Table 1.

While there was a high degree of variability in real gold grades compared to the block model, ranging from 12% to 382%, the overall gold grade reconciled closely with the block model. OD1 reconciled very close to the block model at 1% higher grade, and OD2 reconciled 11% higher grade than predicted, with the total of OD1 and OD2 reconciling 9% higher than the block model.

In both ore drives, geological controls were applied early in the development sequence in order to more closely follow visual indicators of mineralization – namely quartz breccia and stockwork with sulfides, especially sphalerite – as opposed to strictly following the block model wireframes. This resulted in mined material from outside the wireframes across OD1 and OD2 totaling 49%, which was a contributing factor in the overall gold grade of 4.53 g/t. In reviewing the reconciliation data, in addition to chip samples and underground drill results, it is apparent that grades were more elevated within the block model wireframes, and selectively mining closer to the wireframes instead of using geologic controls, would likely have resulted in a higher mined grade. In applying this approach in future mining, the Company anticipates significantly reduced external dilution and an overall improvement in local mined grades.

Table 1 Grade reconciliation results

Stope Round Tonnes Block Model grade
g/t Au
Muck grade
g/t Au
OD1E 2 234 1.84 5.62 306 %
OD1E 3 251 0.81 1.04 128 %
OD1 4 229 4.76 1.39 29 %
OD1 6 295 1.35 0.84 62 %
OD1 Subtotal 1,009 2.11 2.12 101 %
OD2 9 245 3.60 13.75 382 %
OD2 10 227 2.51 6.44 257 %
OD2 11 264 2.61 1.43 55 %
OD2 12 212 5.04 2.05 41 %
OD2 13 217 7.55 16.46 218 %
OD2 14 228 9.21 1.14 12 %
OD2 15 217 8.51 1.29 15 %
OD2 Subtotal 1,611 5.46 6.05 111 %
OD1+2 Total 2,620 4.17 4.54 109 %

Figure 2

Ongoing drilling program

The 2022 exploration drilling program is nearing completion and is expected to total approximately 13,400 metres mostly drilled from surface. Since the last exploration news release dated September 13, 2022, a further 49 surface holes and 11 underground holes have been drilled, for a total of 6,100 metres. Surface holes were drilled from two pads at the big Missouri deposit and one pad at the Day Zone on the western side of the Big Missouri ridge. The Company will release additional assay results as they become available in the coming weeks.

Qualified Person

Lawrence Tsang, P.Geo., the Company’s Senior Geologist provides the field management for the PGP exploration program. John Kiernan, P.Eng., Chief Operating Officer of the Company is the Company’s Qualified Person (QP) as defined by National Instrument 43-101 and has reviewed and approved the technical contents of this news release.

Quality Assurance/Quality Control

Analytical work is being carried out by SEACAN LABS CORP. (“Seacan”) in their facility in Stewart, British Columbia. Ascot’s quality-assurance and quality-control program includes the use of analytical blanks to monitor for cross contamination and certified reference material standards to assess analytical accuracy. This is in addition to the internal quality assurance program employed by ALS.

Samples are dried and weighed by Seacan. They are then crushed to 75% passing 2mm, with 250g split and pulverized to 85% passing 105µm. Samples are analyzed for gold by fire assay with AA finish.

Sampling and storage is located at the Company’s secure facility in Stewart, British Columbia.

On behalf of the Board of Directors of Ascot Resources Ltd.
“Derek C. White”
President & CEO

For further information contact:

David Stewart, P.Eng.
VP, Corporate Development & Shareholder Communications
This email address is being protected from spambots. You need JavaScript enabled to view it.
778-725-1060 ext. 1024

About Ascot Resources Ltd.

Ascot is a Canadian junior exploration and development company focused on re-starting the past producing Premier gold mine, located on Nisga’a Nation Treaty Lands, in British Columbia’s prolific Golden Triangle. Ascot shares trade on the TSX under the ticker AOT. Concurrent with progressing the development of Premier, the Company continues to successfully explore its properties for additional high-grade underground resources. Ascot is committed to the safe and responsible development of Premier in collaboration with Nisga’a Nation as outlined in the Benefits Agreement.

For more information about the Company, please refer to the Company’s profile on SEDAR at or visit the Company’s web site at, or for a virtual tour visit under Ascot Resources.

The TSX has not reviewed and does not accept responsibility for the adequacy or accuracy of this release.

Cautionary Statement Regarding Forward-Looking Information

All statements and other information contained in this press release about anticipated future events may constitute forward-looking information under Canadian securities laws ("forward-looking statements"). Forward-looking statements are often, but not always, identified by the use of words such as "seek", "anticipate", "believe", "plan", "estimate", "expect", "targeted", "outlook", "on track" and "intend" and statements that an event or result "may", "will", "should", "could" or "might" occur or be achieved and other similar expressions. All statements, other than statements of historical fact, included herein are forward-looking statements, including statements in respect of the pursuit of alternative project financing solutions, the advancement and development of the PGP and the timing related thereto, the exploration of the Company’s properties and management’s outlook for the remainder of 2022 and 2023. These statements involve known and unknown risks, uncertainties and other factors that may cause real results or events to differ materially from those anticipated in such forward-looking statements, including risks associated with the business of Ascot; risks related to exploration and potential development of Ascot's projects; business and economic conditions in the mining industry generally; fluctuations in commodity prices and currency exchange rates; uncertainties relating to interpretation of drill results and the geology, continuity and grade of mineral deposits; the need for cooperation of government agencies and indigenous groups in the exploration and development of properties and the issuance of required permits; the need to obtain additional financing to develop properties and uncertainty as to the availability and terms of future financing; the possibility of delay in exploration or development programs and uncertainty of meeting anticipated program milestones; uncertainty as to timely availability of permits and other governmental approvals; risks associated with COVID-19 including adverse impacts on the world economy, construction timing and the availability of personnel; and other risk factors as detailed from time to time in Ascot's filings with Canadian securities regulators, available on Ascot's profile on SEDAR at including the Annual Information Form of the Company dated March 21, 2022 in the section entitled "Risk Factors". Forward-looking statements are based on assumptions made with regard to: the estimated costs associated with construction of the Project; the timing of the anticipated start of production at the Project; the ability to maintain throughput and production levels at the Premier Mill; the tax rate applicable to the Company; future commodity prices; the grade of Resources and Reserves; the ability of the Company to convert inferred resources to other categories; the ability of the Company to reduce mining dilution; the ability to reduce capital costs; and exploration plans. Forward-looking statements are based on estimates and opinions of management at the date the statements are made. Although Ascot believes that the expectations reflected in such forward-looking statements and/or information are reasonable, undue reliance should not be placed on forward-looking statements since Ascot can provide no assurance that such expectations will prove to be correct. Ascot does not undertake any obligation to update forward-looking statements. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

Sun, 16 Oct 2022 23:54:00 -0500 en-gb text/html
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Thu, 13 Oct 2022 09:53:00 -0500 en text/html
Killexams : 'This Was Not A Flex': TikTokers Are Baffled By Worker Who Quit On Zoom Right Before She Gets Fired

A TikTok user thinks making the first move was the smartest step but got blasted by other users.

Crystal Puente, a popular TikTok user, recently revealed how she quit her job before her boss could formally dismiss her on Zoom.

The 37-second video was uploaded by Crystal (@soulfuloflov) on TikTok on September 30, 2022, with the text, "When work from home job is about to fire you. But then I quit first. Wait till the end."

Keep scrolling for more details.

Crystal Recorded The Zoom Call

Many employees have left their employment as they were about to be fired by their manager on a Zoom session. Crystal joined the rising list of employees who have done so. In the video, the former employee of Public Storage directed the camera to her computer screen, where she displayed an email from her manager inviting her to a virtual conference. The video then jumps to the middle of the conference call, where her boss can be heard speaking mid-sentence.

"I know you had a management counseling with Jeannette on August 18 discussing sales performance, quality assurance," her boss is heard saying on the call. The supervisor also claimed that Crystal has "had numerous subsequent coaching[s] with Gary Klein since then."

Calling It Quits

Crystal's boss, Craig, continued by saying they are yet to see any progress in her Crystal's performance.

"But at this point, we just have not seen any sustained improvement or progress in terms of that performance level still averaging like the low 60% range," Craig continues, gearing up to seemingly fire the employee. "So at this point, we've determined it's just not a good fit. So we're gonna…."

At that point, Crystal decided to take the first step and call it quits before her boss could inform her that she had been fired. She immediately hung up and said, "Goodbye, see ya," to the blank screen.

How Did The Company React?

The video has gained some attention with over 65,500 views, with many commenting on Crystal's bold move.

Among the many viewers in the comment section were those eager to find out the company's response to an employee interrupting them mid-firing.

"Did they call you back after," a user asked, to which Crystal responded, "Yes a lot of times. They did not get to Finnish."

"They be living for those conversations. I refuse to listen," said another, referring to their belief that higher-ups enjoy firing people.

Some Users Thought Crystal's Made A Rash Choice

On the other hand, some viewers criticized Crystal for her rash choice. They argued that instead of quitting, she ought to have allowed her boss to fire her, allowing her to receive unemployment benefits and perhaps even severance pay from the company.

"This was a very childish way to end a conversation," one viewer chastised. "Let them talk act like u are listening and get that severance package and PTO paid."

"By voluntarily quitting [you're] limiting yourself from getting unemployment benefits therefore you're doing them a favor. Now they don't have to pay you," another explained.

"Your pride and ego just cost you unemployment," a third pointed out.

Despite the criticism she received from several users, Crystal believed that what she did demonstrated how important it is to stand up for oneself.

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