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CSQE Certified Software Quality Engineer Certification (CSQE)

The Certified Software Quality Engineer (CSQE) understands software quality development and implementation, software inspection, testing, and verification and validation; and implements software development and maintenance processes and methods.CSQEComputer Delivered – The CSQE examination is a one-part, 175-question, four-and-a-half-hour exam and is offered in English only. One hundred and sixty questions are scored and 15 are unscored.Paper and Pencil – The CSQEexamination is a one-part, 160-question, four-hour exam and is offered in English only.

Work experience must be in a full-time, paid role. Paid intern, co-op or any other course work cannot be applied toward the work experience requirement.

Candidates must have eight years of on-the-job experience in one or more of the areas of the Certified Software Quality Engineer Body of Knowledge.

A minimum of three years of this experience must be in a decision-making position. ("Decision-making" is defined as the authority to define, execute, or control projects/processes and to be responsible for the outcome. This may or may not include management or supervisory positions.)

For candidates who were certified by ASQ as a quality auditor, reliability engineer, supplier quality professional, quality engineer or quality manager, the experience used to qualify for certification in these fields applies to certification as a software quality engineer.

Here are the minimum expectations of a Certified Software Quality Engineer.
Must possess a fundamental understanding of quality philosophies, principles, methods, tools, standards, organizational and team dynamics, interpersonal relationships, professional ethics, and legal and regulatory requirements. Must evaluate the impact of software quality management principles on business objectives and demonstrate comprehensive knowledge of developing and implementing software quality programs, which include tracking, analyzing, reporting, problem resolution, process improvement, training, and supplier management. Must have a basic understanding of how and when to perform software audits including audit planning, approaches, types, analyses, reporting results and follow-up. Must understand systems architecture and be able to implement software development and maintenance processes, quantify the fundamental problems and risks associated with various software development methodologies, and assess, support, and implement process and technology changes.
Must be able to apply project management principles and techniques as they relate to software project planning, implementation and tracking. Must be able to evaluate and manage risk. Must select, define and apply product and process metrics and analytical techniques, and have an understanding of measurement theory and how to communicate results. Must have a thorough understanding of verification and validation processes, including early software defect detection and removal, inspection, and testing methods (e.g., types, levels, strategies, tools and documentation). Must be able to analyze test strategies, develop test plans and execution documents, and review customer deliverables. Must have a basic understanding of configuration management processes, including planning, configuration identification, configuration control, change management, status accounting, auditing and reporting. Must assess the effectiveness of product release and archival processes.

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 Software Quality Engineer confirms your commitment to quality and the positive impact it will have on your organization. ExaminationEach certification candidate is required to pass an examination that consists of multiple-choice questions that measure comprehension of the body of knowledge.

I. General Knowledge (16 questions)A. Benefits of Software Quality Engineering Within the OrganizationDescribe the benefits that software quality engineering can have at the organizational level. (Understand)B. Ethical and Legal Compliance 1. ASQ code of ethics for professional conductDetermine appropriate behavior in situations requiring ethical decisions, including identifying conflicts of interest, recognizing and resolving ethical issues, etc. (Evaluate)2. Regulatory and legal issuesDescribe the importance of compliance to federal, national, and statutory regulations on software development. Determine the impact of issues such as copyright, intellectual property rights, product liability, and data privacy. (Understand) C. Standards and ModelsDefine and describe the ISO 9000 and IEEE software standards, and the SEI Capability Maturity Model Integration (CMMI) for development, services, and acquisition assessment models. (Understand)D. Leadership Skills1. Organizational leadershipUse leadership tools and techniques (e.g., organizational change management, knowledge transfer, motivation, mentoring and coaching, recognition). (Apply)2. Facilitation skillsUse facilitation and conflict resolution skills as well as negotiation techniques to manage and resolve issues. Use meeting management tools to maximize meeting effectiveness. (Apply)3. Communication skillsUse various communication methods in oral, written, and presentation formats. Use various techniques for working in multicultural environments, and identify and describe the impact that culture and communications can have on quality. (Apply)E. Team Skills1. Team managementUse various team management skills, including assigning roles and responsibilities, identifying the classic stages of team development (forming, storming, norming, performing, adjourning), monitoring and responding to group dynamics, working with diverse groups and in distributed work environments, and using techniques for working with virtual teams. (Apply)2. Team toolsUse decision-making and creativity tools such as brainstorming, nominal group technique (NGT), and multi-voting. (Apply)

II. Software Quality Management (22 questions)A. Quality Management System1. Quality goals and objectivesDesign software quality goals and objectives that are consistent with business objectives. Incorporate software quality goals and objectives into high-level program and project plans. Develop and use documents and processes necessary to support software quality management systems. (Create)2. Customers and other stakeholdersDescribe and analyze the effect of various stakeholder group requirements on software projects and products. (Analyze)3. OutsourcingDetermine the impact that outsourced services can have on organizational goals and objectives, and identify criteria for evaluating suppliers/vendors and subcontractors. (Analyze)4. Business continuity, data protection, and data managementDesign plans for business continuity, disaster recovery, business documentation and change management, information security, and protection of sensitive and personal data. (Analyze) B. Methodologies1. Cost of quality (COQ) and return on investment (ROI)Analyze COQ categories (prevention, appraisal, internal failure, external failure) and return on investment (ROI) metrics in relation to products and processes. (Analyze)2. Process improvement Define and describe elements of benchmarking, lean processes, the Six Sigma methodology, and use define, measure, act, improve, control (DMAIC) model and the plan-do-check-act (PDCA) model for process improvement. (Apply)3. Corrective action procedures Evaluate corrective action procedures related to software defects, process nonconformances, and other quality system deficiencies. (Evaluate)4. Defect prevention Design and use defect prevention processes such as technical reviews, software tools and technology, and special training. (Evaluate)C. Audits1. Audit typesDefine and distinguish between various audit types, including process, compliance, supplier, and system. (Understand)2. Audit roles and responsibilitiesIdentify roles and responsibilities for audit participants including client, lead auditor, audit team members, and auditee. (Understand)3. Audit processDefine and describe the steps in conducting an audit, developing and delivering an audit report, and determining appropriate follow-up activities. (Apply)III. System and Software Engineering Processes (32 questions)A. Life Cycles and Process Models1. Waterfall software development life cycleApply the waterfall life cycle and related process models, and identify their benefits and when they are used. (Apply)2. Incremental/iterative software development life cyclesApply the incremental and iterative life cycles and related process models, and identify their benefits and when they are used. (Apply)

Agile software development life cycleApply the agile life cycle and related process models, and identify their benefits and when they are used. (Apply)B. Systems ArchitectureIdentify and describe various architectures, including embedded systems, client-server, n-tier, web, wireless, messaging, and collaboration platforms, and analyze their impact on quality. (Analyze)C. Requirements Engineering1. Product requirements Define and describe various types of product requirements, including system, feature, function, interface, integration, performance, globalization, and localization. (Understand)2. Data/information requirements Define and describe various types of data and information requirements, including data management and data integrity. (Understand)3. Quality requirements Define and describe various types of quality requirements, including reliability and usability. (Understand)

4. Compliance requirementsDefine and describe various types of regulatory and safety requirements. (Understand)5. Security requirementsDefine and describe various types of security requirements including data security, information security, cybersecurity, and data privacy. (Understand)6. Requirements elicitation methodsDescribe and use various requirements elicitation methods, including customer needs analysis, use cases, human factors studies, usability prototypes, joint application development (JAD), storyboards, etc. (Apply)7. Requirements evaluationAssess the completeness, consistency, correctness, and testability of requirements, and determine their priority. (Evaluate)D. Requirements Management1. Requirements change managementAssess the impact that changes to requirements will have on software development processes for all types of life-cycle models. (Evaluate)2. Bidirectional traceabilityUse various tools and techniques to ensure bidirectional traceability from requirements elicitation and analysis through design and testing. (Apply)E. Software Analysis, Design, and Development1. Design methodsIdentify the steps used in software design and their functions, and define and distinguish between software design methods. (Understand)2. Quality attributes and designAnalyze the impact that quality-related elements (safety, security, reliability, usability, reusability, maintainability) can have on software design. (Analyze)3. Software reuseDefine and distinguish between software reuse, reengineering, and reverse engineering, and describe the impact these practices can have on software quality. (Understand)4. Software development toolsAnalyze and select the appropriate development tools for modeling, code analysis, requirements management, and documentation. (Analyze)F. Maintenance Management1. Maintenance typesDescribe the characteristics of corrective, adaptive, perfective, and preventive maintenance types. (Understand)2. Maintenance strategyDescribe various factors affecting the strategy for software maintenance, including service-level agreements (SLAs), short- and long-term costs, maintenance releases, and product discontinuance, and their impact on software quality. (Understand)3. Customer feedback managementDescribe the importance of customer feedback management including quality of product support and post-delivery issues analysis and resolution. (Understand)IV. Project Management (22 questions)A. Planning, Scheduling, and Deployment1. Project planningUse forecasts, resources, schedules, task and cost estimates, etc., to develop project plans. (Apply)2. Work breakdown structure (WBS) Use work breakdown structure (WBS) in scheduling and monitoring projects. (Apply)3. Project deploymentUse various tools, including milestones, objectives achieved, and task duration to set goals and deploy the project. (Apply)

B. Tracking and Controlling1. Phase transition controlUse various tools and techniques such as entry/exit criteria, quality gates, Gantt charts, integrated master schedules, etc., to control phase transitions. (Apply)2. Tracking methodsCalculate project-related costs, including earned value, deliverables, productivity, etc., and track the results against project baselines. (Apply)3. Project reviewsUse various types of project reviews such as phase-end, management, and retrospectives or post-project reviews to assess project performance and status, to review issues and risks, and to discover and capture lessons learned from the project. (Apply)4. Program reviewsDefine and describe various methods for reviewing and assessing programs in terms of their performance, technical accomplishments, resource utilization, etc. (Understand)C. Risk Management1. Risk management methodsUse risk management techniques (e.g., assess, prevent, mitigate, transfer) to evaluate project risks. (Evaluate)2. Software security risksEvaluate risks specific to software security, including deliberate attacks (hacking, sabotage, etc.), inherent defects that allow unauthorized access to data, and other security breaches. Plan appropriate responses to minimize their impact. (Evaluate)3. Safety and hazard analysisEvaluate safety risks and hazards related to software development and implementation and determine appropriate steps to minimize their impact. (Evaluate)V. Software Metrics and Analysis (19 questions)A. Process and Product Measurement1. Terminology Define and describe metric and measurement terms such as reliability, internal and external validity, explicit and derived measures, and variation. (Understand)2. Software product metricsChoose appropriate metrics to assess various software attributes (e.g., size, complexity, the amount of test coverage needed, requirements volatility, and overall system performance). (Apply)3. Software process metricsMeasure the effectiveness and efficiency of software processes (e.g., functional verification tests (FVT), cost, yield, customer impact, defect detection, defect containment, total defect containment effectiveness (TDCE), defect removal efficiency (DRE), process capability). (Apply)4. Data integrity Describe the importance of data integrity from planning through collection and analysis and apply various techniques to ensure data quality, accuracy, completeness, and timeliness. (Apply)B. Analysis and Reporting Techniques1. Metric reporting tools Using various metric representation tools, including dashboards, stoplight charts, etc., to report results. (Apply)2. Classic quality toolsDescribe the appropriate use of classic quality tools (e.g., flowcharts, Pareto charts, cause and effect diagrams, control charts, and histograms). (Apply)

3. Problem-solving toolsDescribe the appropriate use of problem solving tools (e.g., affinity and tree diagrams, matrix and activity network diagrams, root cause analysis and data flow diagrams [DFDs]). (Apply)VI. Software Verification and Validation (29 questions)A. Theory1. V&V methods Use software verification and validation methods (e.g., static analysis, structural analysis, mathematical proof, simulation, and automation) and determine which tasks should be iterated as a result of modifications. (Apply)2. Software product evaluationUse various evaluation methods on documentation, source code, etc., to determine whether user needs and project objectives have been satisfied. (Analyze)B. Test Planning and Design1. Test strategies Select and analyze test strategies (e.g., test-driven design, good-enough, risk-based, time-box, top-down, bottom-up, black-box, white-box, simulation, automation, etc.) for various situations. (Analyze) 2. Test plansDevelop and evaluate test plans and procedures, including system, acceptance, validation, etc., to determine whether project objectives are being met and risks are appropriately mitigated. (Create)3. Test designsSelect and evaluate various test designs, including fault insertion, fault-error handling, equivalence class partitioning, and boundary value. (Evaluate)4. Software testsIdentify and use various tests, including unit, functional, performance, integration, regression, usability, acceptance, certification, environmental load, stress, worst-case, perfective, exploratory, and system. (Apply)5. Tests of external products Determine appropriate levels of testing for integrating supplier, third-party, and subcontractor components and products. (Apply)6. Test coverage specificationsEvaluate the adequacy of test specifications such as functions, states, data and time domains, interfaces, security, and configurations that include internationalization and platform variances. (Evaluate)7. Code coverage techniquesUse and identify various tools and techniques to facilitate code coverage analysis techniques such as branch coverage, condition, domain, and boundary. (Apply)8. Test environmentsSelect and use simulations, test libraries, drivers, stubs, harnesses, etc., and identify parameters to establish a controlled test environment. (Analyze)9. Test toolsIdentify and use test utilities, diagnostics, automation, and test management tools. (Apply)10. Test data managementEnsure the integrity and security of test data through the use of configuration controls. (Apply)C. Reviews and InspectionsUse desk checks, peer reviews, walk-throughs, inspections, etc., to identify defects. (Apply)D. Test Execution DocumentsReview and evaluate test execution documents such as test results, defect reporting and tracking records, test completion metrics, trouble reports, and input/output specifications. (Evaluate)

VII. Software Configuration Management (20 questions)A. Configuration Infrastructure1. Configuration management teamDescribe the roles and responsibilities of a configuration management group. (Understand) (NOTE: The roles and responsibilities of the configuration control board [CCB] are covered in area VII.C.2.)2. Configuration management toolsDescribe configuration management tools as they are used for managing libraries, build systems, and defect tracking systems. (Understand)3. Library processes Describe dynamic, static, and controlled library processes and related procedures, such as check-in/check-out, and merge changes. (Understand)B. Configuration Identification 1. Configuration items Describe software configuration items (baselines, documentation, software code, equipment) and identification methods (naming conventions, versioning schemes). (Understand)2. Software builds and baselinesDescribe the relationship between software builds and baselines, and describe methods for controlling builds and baselines (automation, new versions). (Understand)C. Configuration Control and Status Accounting1. Item change and version controlDescribe processes for documentation control, item change tracking, version control that are used to manage various configurations, and describe processes used to manage configuration item dependencies in software builds and versioning. (Understand)2. Configuration control board (CCB)Describe the roles, responsibilities and processes of the CCB. (Understand) (NOTE: The roles and responsibilities of the configuration management team are covered in area VII.A.1.)3. Concurrent developmentDescribe the use of configuration management control principles in concurrent development processes. (Understand)4. Status accountingDiscuss various processes for establishing, maintaining, and reporting the status of configuration items, such as baselines, builds, and tools. (Understand)D. Configuration AuditsDefine and distinguish between functional and physical configuration audits and how they are used in relation to product specification. (Understand) E. Product Release and Distribution 1. Product releaseAssess the effectiveness of product release processes (planning, scheduling, defining hardware and software dependencies). (Evaluate)2. Customer deliverablesAssess the completeness of customer deliverables including packaged and hosted or downloadable products, license keys and user documentation, and marketing and training materials. (Evaluate)3. Archival processesAssess the effectiveness of source and release archival processes (backup planning and scheduling, data retrieval, archival of build environments, retention of historical records, offsite storage). (Evaluate)

Certified Software Quality Engineer Certification (CSQE)
Quality-Assurance Certification thinking
Killexams : Quality-Assurance Certification thinking - BingNews https://killexams.com/pass4sure/exam-detail/CSQE Search results Killexams : Quality-Assurance Certification thinking - BingNews https://killexams.com/pass4sure/exam-detail/CSQE https://killexams.com/exam_list/Quality-Assurance Killexams : Key Factors That Take Quality Engineering Solutions Beyond Software Testing

Business enterprises the world over are grappling with a host of challenges in software development, testing, and delivery. These include meeting rising customer expectations, accelerating to market, keeping up with technological evolution, adhering to stricter regulatory norms, and others. With the advent of Agile, DevOps, and intelligent automation, delivery timelines have shrunk sharply – from months to days. Besides, testing as a continuous activity a la Agile and DevOps has shifted both left and right in the SDLC. Thus, software development, instead of being a QA-driven activity (Quality Assurance), has become a QE-focused (Quality Engineering) one.

Digital quality engineering begins at the planning stage of conceiving an application and creates a continuous feedback loop. This way, it can anticipate challenges and address the unknown. Today, quality is not limited to the mere functioning of a software application alone but to providing differentiated and superior user experiences across the value chain. Moreover, with the emergence of new technologies, the complexity of software applications has risen sharply.

Hence, software quality engineering services must focus on monitoring applications continuously and consistently across scalable platforms. Also, technology abstraction needs to be achieved to move users away from the complex layers underneath the software. Enterprise quality engineering must adapt to frequent shifts in technologies. These may include edge computing, machine-to-machine communication, intelligent automation, and IoT-based datasets, among others.

Info

The success of any quality engineering service depends on a few key enablers as mentioned below:

Shift-left paradigm: The paradigm underlines moving all testing activities to the beginning of the SDLC, especially during conceptualization. It includes writing testable codes that are unit verified, and then quality is built into the code right up to the integration level. This way, localization of an issue is achieved and ensures the smooth working of individual components before a large software suite is integrated. With a robust quality engineering strategy, the emphasis is on developing several automated test cases to enable quicker validation of the code. This is in sharp contrast to traditional QA, where there is more focus on manual testing.

CI/CD Infrastructure: Businesses can establish Continuous Integration and Continuous Delivery (CI & CD) by incorporating end-to-end testing and integration in the SDLC. Further, to be effective in achieving CI/CD, businesses need testability features to be built into their architecture. The CI/CD infrastructure must encompass implementing code base improvements, managing environments, managing features, and adapting processes.

Measuring predictive analysis through metrics: There should be a dashboard containing metrics to measure the results of predictive analysis. The metrics provide insights into areas such as productivity, quality of the test system, or a team’s test progress, among others. They cover aspects such as the process for development, source code, test coverage, and others. The dashboard for predictive analysis should cover the following aspects: 

  • Collecting details on the development, requirements, and QA
  • Use of relevant internal and external data
  • Predictive models for risks, impact, and defects
  • Use a dashboard to reflect the above across the SDLC

Shift from QA to QE: With faster time to market being the norm, software applications need to achieve zero defects. In the traditional scheme of things, this is quite challenging to achieve. So, the approach for software quality engineering services is to incorporate quality engineering in the conceptual stage of design. QE can help applications to be of superior quality even when they are scaled rapidly and cater to many users.

Info

Build orchestration with continuous integration: This would include managing four key components across the SDLC.

  • Data and configuration
  • Interfaces
  • Application stack

Once developers commit a code to a source repository, testing should begin in the right earnest. It means ensuring the code passes unit tests, covering code at an acceptable level, and others. A proper feedback loop should be set up to ensure the code does what is expected. Continuous integration should include API validation, static or dynamic analysis, and security checks. The team should implement quality engineering solutions comprising simulation, virtualization, and emulation to perform optimal testing and achieve quicker development cycles. Integrated coverage helps to Boost the efficiency of the entire testing process by managing all enablers in the SDLC. A QE-enabled lifecycle can be achieved by enhancing traditional QA methodologies.

Conclusion

When it comes to ensuring quality for rapidly scaling software applications, traditional quality assurance can come a cropper. Quality engineering encompasses restructuring and rethinking all tools, frameworks, and reports. In the fast-paced testing environments, QE will focus more on achieving alignment with business purposes. This would mean building self-adapting and self-learning systems backed by advanced analytics and machine learning.

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Killexams : Testing Inspection and Certification Market Outlook, Growth Factors, Industry Scenario and Forecast 2028

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

Jul 29, 2022 (Heraldkeepers) -- The time-tested Testing Inspection and Certification market research report makes available data on patterns, improvements, target business sectors, materials, limits, and advancements. It is a professional and a comprehensive report focusing on primary and secondary drivers, market share, leading segments and geographical analysis. All the industry insights included in this global market report will lead to actionable ideas and better decision-making. Clients can surely rely on the information provided in this report as it is derived only from the valuable and genuine resources.

The growing preference and adoption of outsourcing models has led to an increase in the demand for inspection and test certification. Data Bridge Market Research analyzes that the Testing Inspection and Certification market will grow at a CAGR of 5.21% during the forecast period 2021-2028. This means that the current market value will reach USD 339.14 billion by 2028.

Testing and Certification Inspection is an assessment body or consists of conformity assessment bodies that provide services such as verification, quality assurance, audit, among others. Inspection and testing certification consist of internal and external services whose main objective is to increase the productivity of the company. Testing inspection and certification is widely used in all industries mainly end users to understand quality and safety standards. All industries must follow the safety standards, rules and regulations established by the testing inspection and certification body.

Rapid urbanization, modernization and the emergence of new industries are driving the increase in demand for inspection and test certification. Growing consumer awareness of quality control and safety standards is also propelling the growth in demand for test inspection and certification. The growing trend of outsourcing services to third parties has also supported the growth of the inspection and testing certification market.

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With the wide ranging Testing Inspection and Certification market report, it becomes easy to collect industry information more quickly. The use of demonstrated tools such as SWOT analysis and Porter's Five Forces analysis are very helpful in creating such a top-notch market research report. Additionally, this market report puts light on various strategies that are used by key players of the market. Further, market share analysis as well as key trend analysis is the main accomplishing factors in this industry analysis report. By thinking from the customer's perspective, a team of researchers, forecasters, analysts and industry experts work carefully to formulate this market research report.

Segmentation:

The testing inspection and certification market is segmented on the basis of service type, supply type, and application. Growth between segments helps you analyze growth niches and strategies to approach the market and determine your main application areas and the difference between your target markets.

  • On the basis of service type, the testing inspection and certification market is segmented into testing, inspection, certification and others.
  • Based on the type of supply, the market is segmented into in-house services and outsourced services.
  • Based on application, the market is segmented into agriculture and food, construction, life sciences, consumer products, transportation, energy, oil, gas and chemicals, mining, industrial machinery, and others. Agriculture and Food is further sub-segmented into Seeds and Crops, Fertilizers, Foods, Pest Control and Fumigation and Others. Construction is sub-segmented into building materials, infrastructure, capital goods and others. Building materials are further divided into material testing, material certification, coating inspection and failure analysis services, etc. Life sciences are sub-segmented into pharmaceuticals, clinical trials, environmental and medical devices.

Major Key Players Covered in Testing Inspection and Certification Market Report are:

Key players covered in the Testing Inspection and Certification Market report are SGS SA, Bureau Veritas, Intertek Group plc, DEKRA, Eurofins Scientific, TUV SUD, Applus+, ALS Limited, Kiwa, RINA SpA, TUV NORD GROUP, TUV Rheinland, Lloyd's Register Group Services Limited., MISTRAS Group, Inc., Element Materials Technology, UL LLC, VDE Testing and Certification Institute GmbH, Keystone Compliance, FORCE TECHNOLOGY and HV Technologies, Inc. among other national players and global. Market share data is available separately for Global, North America, Europe, Asia-Pacific (APAC), Middle East and Africa (MEA) and South America . DBMR analysts understand competitive strengths and provide competitive analysis for each competitor separately.

Browse more information @ https://www.databridgemarketresearch.com/reports/global-testing-inspection-and-certification-market

Attractions of Testing Inspection and Certification Market Report:-

The latest market dynamics, development trends and growth opportunities are presented along with industry barriers, development threats and risk factors

Forecast data of Testing Inspection and Certification Market will help in feasibility analysis, market size estimation and development

The report serves as a comprehensive guide which micro monitors all vital Inspection & Testing Certification Market

A concise view of the market will facilitate understanding.

A competitive view of the walnut oil market will help players make the right choice

Country level analysis

The Testing Inspection and Certification market is analyzed and market size insights and trends are provided by country, distribution channel, end user, connectivity, and lawn covered as listed above.

The countries covered in the Testing Inspection and Certification market report are United States, Canada, and Mexico in North America, Peru, Brazil, Argentina, and Rest of the South America as part of South America, Germany, Italy, United Kingdom, France, Spain, Netherlands and Belgium. , Switzerland, Turkey, Russia, Hungary, Lithuania, Austria, Ireland, Norway, Poland, Rest of Europe in Europe, Japan, China, India, South Korea, Australia, Singapore, Malaysia, Thailand, Indonesia, Philippines, Vietnam , Rest of Asia-Pacific (APAC) in Asia-Pacific (APAC), South Africa, Saudi Arabia, United Arab Emirates, Kuwait, Israel, Egypt, Rest of Middle East and Africa (MEA) in Middle East East and Africa (MEA).

What benefits will the DBM research study bring?

Latest trends influencing the industry and development scenario

Open new markets

Seize powerful market opportunities

Key decision in planning and to further expand market share

Identify key business segments, market proposition and gap analysis

Assistance with the allocation of marketing investments

A few points from the table of contents

Part 01: Executive Summary

Part 02: Scope of the report

Part 03: Testing Inspection and Certification Market Landscape

Part 04: Sizing of the inspection and test certification market

Part 05: Inspection and Testing Certification Market Segmentation by Product

Part 06: Five forces analysis

Part 07: Customer Landscape

Part 08: Geographic landscape

Part 09: Decision framework

Part 10: Drivers and Challenges

Part 11: Market Trends

Part 12: supplier Landscape

Part 13: Vendor Analysis

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Data Bridge strives to provide appropriate solutions to complex business challenges and initiates an effortless decision-making process. We think about heterogeneous markets according to the needs of our clients and seek the best possible solutions and detailed information on market trends. Data Bridge dives into markets in Asia, North America, South America, Africa to name a few.

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Killexams : Why the mismatch between what we study and what we do?

Two female train operators are among the pool of drivers and station controllers who will be in the driving seats of our much-awaited metro rail that is all set to open on our Victory Day. We have already heard of the first-ever all-female crew flying a domestic flight of Biman Bangladesh Airlines from Dhaka to Sylhet on International Women's Day in 2017. The feat was followed by an all-female flight deck crew in charge of the Boeing 787 Dreamliner that flew from Dhaka to Riyad in December 2018. The presence of these two female drivers would make a huge statement about the increasing female participation in our national growth.

As an academic, however, I was interested in the background of these trainee drivers. Moriyom Afiza is a chemical engineer from Noakhali Science and Technology University, and Asma Akhter graduated in physics from Titumir College in Dhaka. While I understand Asma's academic training required for the job, it is Moriyom's background that intrigued me. Isn't she overqualified for the job?

It made me think of an entry-level administrative officer we had in the department I was once a part of. She had a bachelor's degree in electrical engineering from a leading private university. At the interview board, I kept on wondering why someone with her background would apply for a job with a salary of Tk 20,000 per month. She had probably spent lakhs of taka over four years for her BSc degree in electrical engineering, let alone the hours of lab work and studying. She worked another four years with us simply to recover her investment. And hers was not a job with extra incentives.

I don't know how much a train driver will make on a government payroll, but it sure is not enough to honour Moriyom's degree in chemical engineering. I am not in a position to comment on the personal reasons for choosing this profession, apart from the media-friendly quotable quote, "I always wanted to be a train driver!" At least in her case, unlike my colleague with an engineering background, she used a taxpayer's subsidy to go into a system with a minimum financial investment.

But the same question can be asked to those architects, engineers, doctors and other professional degree holders, such as agricultural scientists and social scientists, who join the cadre service to serve in customs, police, or even in foreign service. We, the taxpayers, have been paying for your professional degree for a certain profession. We need you as doctors who could prescribe medicines, not as magistrates who would carry out anti-adulteration campaigns with a trail of media followers. We need engineers to work on our power grid, not as consulate officers to issue passports. There is a complete mismatch between what we study and what we do.

The lack is reflected in our policy-level engagement. No wonder, we end up appointing a person with a literature background (hypothetical example) as the central human resource figure of our public service commission, or a military officer with an artillery background as the chief operating officer of the city corporation, tourism, or any other government unit, for that matter. Then we have the irony of graduates in political science or philosophy (having passed through the civil service drill) looking after the doctors and engineers. What's worse is when the backbencher politicians return with vengeance to cower the professions after attaining some political portfolios or career lifts.

There is no serious study on the kind of jobs that are out there and the kind of degrees or training that we are providing in our academic institutions. I guess the danger of such a study is that it will make many of our degree-awarding programmes redundant. With unemployment on the rise, candidates are forced to make compromises. For a probationary officer in a bank, you will get even MPhil degree-holders in Persian. An employer faced with thousands of applications would end up choosing candidates with much higher qualifications than was originally advertised. After all, it is safe to assume that a person who has spent four years for undergraduate, one year for postgraduate and two years for their ongoing MPhil (which, by the way, was their proxy decision to make themselves useful or ensure their stay in the dormitory while waiting for a job) will get preference over a simple graduate. In theory, that candidate has shown much more perseverance and motivation than a candidate with a two-year BA pass course. But do we need an MPhil degree-holder for a clerical position?

As part of the quality assurance projects, all universities are now instructed to prepare outcome-based curricula. We are now told to incorporate essential skills as employers complain that university graduates don't have what they require in the real world. A latest study by ActionAid suggested that even 78 percent of students feel that their universities have failed them in giving them the right skill sets for the job market. Then there is this buzz word of entrepreneurship. We expect our students to find their jobs and provide jobs to others. Students tend to pick up more on the technicalities from YouTube tutorial videos. The significance of basic degrees in economics, physics, statistics, and mathematics has been downplayed by the system. Everyone is busy with the paper trail, checking the right boxes, and looking good on their CV.

The silver lining comes from a latest announcement of education as a megaproject. One can only hope that this megaproject will entail mega-thinking and planning. What we need right now is an updated pedagogy that understands the human resources that we have. How much of these resources will be involved in knowledge production and innovation? How many of them will be involved in the service sector, and how many of them will go abroad as skilled and unskilled workers? How many of them will get into administration? What kind of aptitude do we need? There are new algorithms and psychological tests to determine the career or creative orientation of a student. Instead of churning out graduates who don't find any affinity between what they have studied and what they do, we need policy interventions, strategic training, and career-mapping. The demographic dividend through which we plan to utilise the prime time of our young men and women for the exponential growth of our country will be lost otherwise. 

Dr Shamsad Mortuza is the pro-vice-chancellor of the University of Liberal Arts Bangladesh (ULAB).

Fri, 05 Aug 2022 20:17:00 -0500 en text/html https://www.thedailystar.net/opinion/views/news/why-the-mismatch-between-what-we-study-and-what-we-do-3089006
Killexams : Growth amidst supply chain and staffing challenges

There has been a lot of talk about how to put in place protocols and procedures to make the electronics manufacturing process resilient to supply chain disruptions.  We are all aware of the strain and challenge that global supply chain issues are creating for the electronics manufacturing industry.

Is there a way to work within the given constraints to survive and thrive? This is a question that all contract manufacturers are seeking to answer.

Dorigo Systems Ltd., of Burnaby, BC, has faced supply chain management issues since the start of the pandemic. The company had just opened a new world-class facility in 2020 when everything in the electronics manufacturing world changed.

Labour supply challenges are seen across all industries in North America. Source: Dorigo Systems

Balancing Dorigo’s need to continue to operate efficiently, while delivering on customer timelines was almost impossible. Learning how to pivot and respond to this rapidly changing work environment required quick thinking by management and taking a customer-first approach to find solutions.

Today, Dorigo is experiencing a 38% growth year-over-year in booking backlog which is well ahead of the North American EMS industry standard. The company has increased capacity by adding an evening work shift, which has expanded its production workforce by over 40% despite the ongoing labour supply challenges seen across all industries in North America. When faced with the reality of supply chain constraints, the organization worked together to view things differently.

Rethinking supply chain

Dorigo Systems is an electronics manufacturer who understands how upfront collaboration is key to bringing innovative products to market. Since 1988, the company has used Design for Manufacturability (DFM) advice to ensure their customers’ product design is optimized to be manufactured efficiently right from the start.

‘Near-shoring’ encourages closer collaboration with customers. Source: Dorigo Systems

“Customers place trust in us. From compliance to reliability and testing, our engineering team’s DFM process is a vital part of Dorigo’s effort to provide a Seamless Customer Experience,” says Mark Pillon, P.Eng., president and founder at Dorigo Systems.  “Today’s disruptive supply chain is making us rethink how we provide transparency to our customers while sustainably manufacturing their products.”

Just a couple of years ago, supply chain management meant finding the best price for components and running lean. That’s not the case today, as any component may turn out to be a “golden screw” whose absence can stall a production build and delay the manufacturing process. Lead time estimates from suppliers are unreliable. Costs are rapidly increasing as demand backlog accumulates.

“Our team has a willingness to go above and beyond to source parts in order to be a partner in the manufacturing process for our customers,” says Danial Arooj, P.Eng. and manufacturing manager at Dorigo. “We’ve had to go outside of our traditional part supplier networks to source parts. Our focus is to always put quality first. Our reputation as a high quality, high mix, low volume manufacturer enables us to build First Article boards in small quantities prior to starting main production runs. We are happy to do this so our customers can validate these parts for quality assurance.”

There is also no doubt that having a supplier or manufacturer nearby is beneficial during these uncertain times. For many of Dorigo’s customers, being able to go onsite to view boards being manufactured vastly reduces the time between iterations.

“Near-shoring” means customers don’t need to wait weeks to receive prototypes from overseas to see if they meet the required specifications. Customers are encouraged to be on-site at Dorigo to enable instant feedback on First Article builds. Working with local suppliers promotes a more dynamic and collaborative manufacturing experience for customers.

Design for excellence

For Dorigo, minimizing supply chain disruption and achieving a competitive advantage relies on having a multi-faceted procurement approach from scouring regional markets, securing strategic parts, or accessing excess inventory – to name a few. Their long-term presence and connections within the industry makes a difference in building resilience in the manufacturing process.

– Inventory is a critical asset in manufacturing any product; without having every item available in stock creates a liability. Source: Dorigo Systems

Design for Procurement is now a part of Dorigo’s manufacturing engineering process through a product’s lifecycle.  “Inventory is a critical asset in manufacturing any product; without having every item available in stock creates a liability,” states Aimee Jo Milendres, procurement and customer experience manager, Dorigo Systems. “We view planning and procurement as being fundamental for us to successfully deliver our electronics manufacturing services.”

Dorigo’s team strives to find the “golden screw” as early as possible and work with customers to look at alternatives. Having options for components can make a product more sustainable over its life cycle. The “golden screw” term typically refers to the normally inexpensive part whose critical absence means that it may as well be made of gold.

“Dorigo’s customer experience teams connect customers with suppliers to build a stronger supply chain. It is changing the dynamics between Dorigo and its customers by promoting higher levels of collaboration,” says Milendres.

“We believe this approach is designing for excellence,” Milendres continues. “We must look deeper into each issue in the supply chain that may prevent a customer’s product from successfully getting to market. Products with longer supply chains require investigation and assessment of all supply chain factors that affect accessibility, quality, and repeatability.”

Growth during challenging times

Supply chain issues across the electronics industry continue to pose challenges for Dorigo and many of its customers. Despite these ongoing challenges, the company is continuing to grow and expand due to its commitment to providing a seamless customer experience and delivering high levels of collaboration and transparency in the manufacturing process.

Mark Pillon, P.Eng., president and founder at Dorigo Systems

“Putting our team’s safety and needs first has always been the most important step we have taken in growing our business and navigating the pandemic,” states Pillon. “Looking towards the future, keeping communication clear and transparent with our customers ensures whatever new disruption occurs in our ecosystem, Dorigo Systems has the agility and resilience to respond.”

Working with some of the most respected OEM’s in the industry, Dorigo Systems continues to see strong demand from customers coming out of the pandemic. “Our book-to-bill ratio is 1.28 which is an indicator that demand is outpacing supply,” confirms Pillon.

Today, Dorigo is in the process of acquiring new capital equipment to extend its production and inspection capabilities. With the acquisition of this new equipment, Dorigo is continuing to hire new staff and invest in valuable training for all staff members so that they can be effective in their positions. Building redundancy across all resources is a key step to creating the required resilience.

“We are in a business that has a fine balance between people, process and technology,” states Mark Pillon. “I believe in always taking a people first approach. It’s reflective in all that we do as an organization to grow and thrive.”

———————————-

This article was written and submitted by Dorigo Systems Ltd., a Burnaby BC-based full, turn-key contract electronics manufacturer.

https://dorigo.com

Mon, 08 Aug 2022 00:02:00 -0500 en-US text/html https://www.ept.ca/features/growth-amidst-supply-chain-and-staffing-challenges/
Killexams : Technology alone won’t solve your organizational challenges

I recently participated in an online open innovation session on the future of work hosted by Everything Omni, a UK-based group aiming to “future-proof work and the workplace for the uncertainty of today.” I was quickly in over my head. Not because of the content. That was provocative yet approachable. I found myself overwhelmed by the collaboration tools, namely the virtual whiteboard. People were moving ideas in, out, up, and down while I was still trying to make sense of the dashboard. I was suddenly a stranger in a strange land.

Sure, a big part of me was longing for face-to-face interaction and the tactile comfort of sticky notes and erasable markers. But the uncomfortable experience made me reflect on the innumerable models, methods, and tools introduced in latest years to revolutionize the way we work. To wit: one problem facing organizations is the lack of organizational alignment around why these new technological innovations are so mission-critical. Unclear purpose and the lack of comfort and expertise with the what, where, when, and why of work can cause slowdowns, misunderstandings, redundant work, and one-off work-arounds. These and other frictions can add distraction, inefficiency, and unpleasantness to the work experience—and may contribute to burnout as well.

As we debate grand philosophical questions around the future of work, perhaps it’s also time to devote rigor to the fundamentals of organizational life, whether in the office, fully remote, or something in between. Agreeing on well-defined and widely practiced norms that mitigate unnecessary complication and conflict is essential for a desirable and productive workplace. Before expecting whizbang technology to create workplace nirvana, organizations must explore the cultural norms and core operating principles and practices that foster or confound productivity.

In my experience, misalignment and dysfunction arise when three fundamental building blocks of organized activity are not taken seriously: teams, meetings, and communication. Each element is interrelated and highly complementary. For example, a high-functioning team is inherently better at communication and more productive during meetings. In other words, deficiency in one area can derail the others.

Teams

I have never encountered an organization without teams. Some see them as a cure-all. Yet, a recent Harvard Business Review article by organizational psychologist Constance Noonan Hadley and organizational behavior professor Mark Mortensen points out the historically poor performance of teams. The authors note that while teams have long struggled to fulfill their promise as an organizational form, they face especially high hurdles today, in part because organizations keep forming teams without a clear idea of their purpose, how they should be structured and governed, and what expectations members should have for their individual and collective roles and responsibilities. For their part, Hadley and Mortensen propose “co-acting groups,” an alternative team concept in which participants share a goal and work independently but gather occasionally. (Think coders, writers, and designers who contribute to a website redesign without the formality of a rigid team structure and meetings.)

Before expecting whiz-bang technology to create workplace nirvana, organizations must explore the cultural norms and core operating principles and practices that foster or confound productivity.

Whatever your organization’s preference for team building, it should be carefully selected from a range of options, and it should be clear to everyone why the firm chose one particular structure over another and what’s expected of everyone participating. Start with desired outcomes and cultural norms, then articulate principles to empower action, and, finally, provide the skills and tools needed for success.

For example, I encountered one organization that committed to creating and formalizing a high-quality team culture. In the model they created, a cross-functional team required a charge, a charter, and a champion. The charge precisely defined the challenge the team would tackle. The charter outlined membership, expected duration, time commitments, decision-making authority, and other governance issues. The champion was a person with sufficient positional power to do something with the team’s work product. Though initially cumbersome, the requirements ensured clarity of mission and the rules of the road, along with some assurance that the work would not be a performative exercise with little impact. When it worked, it was the embodiment of the adage “slow is smooth and smooth is fast,” which is another way of saying that doing the hard work on the front end ensures smooth functioning later on and ultimately gets you to your destination faster.

Meetings

Working-group configurations are just the beginning. Meetings are another. I have written about meetings before, and countless others have written pieces on how to have better ones. Still, people chafe at unfocused and unproductive gatherings. The expectation that humans have an instinctual ability to organize and facilitate group work is belied by ample evidence that they do not. What is needed is a commitment to build the skills necessary to execute meetings well. There is no shortage of models, advice, and training for doing so.

Even in the most forward-thinking organizations, people want to know what a meeting is supposed to achieve, what their role is in that meeting, and if gathering people around a table or their screens is the most effective and efficient way to get to the desired outcome. Is there a decision to be made? Or is the purpose information sharing? Have people been given the chance to opt out if the above points are not clear? Asking these questions can serve as a rapid diagnostic for what you are getting right—and wrong—in your meetings. Poorly run meetings sap energy and breed mediocrity.

Communication

Daily communication is yet another area ripe for improvement. Long ago, Procter & Gamble invested in training its managers to craft concise, informative, and compelling one-page memos. Later, Amazon adopted the six-page memo as the mandated alternative to slide decks. I favor two pages as a good balance of brevity and depth, but no matter the length, limiting it begets discipline in both writing and thinking. Should there be exceptions? Of course. However, veering from the norm should be an intentional choice made for specific reasons. The core skills of clarity and concision will still apply. Picasso’s mastery of draftsmanship fueled his confidence and freed his mind as he ventured into abstraction.

Even if your organization relies upon short bursts on a messaging platform, each note should achieve the greatest effect. Though texting has become ubiquitous, for example, National Public Radio reported that most people do not text well. Define what “good” looks like in your chosen medium, and foster best practices.

Once upon a time, there was an administrative layer in organizations that competently handled many of these tasks. Known then as secretaries and now as administrative assistants, these individuals could manage schedules, create agendas, take notes, organize files, and so much more. Yes, there was sexism in their selection and pay, and the work was sometimes viewed as simple, beneath the talents of high-powered managers. Yet having people who understood the purpose of those seemingly mundane tasks and executed them well ensured consistency and quality, mitigating friction and fostering flow in the system.

Now, trained administrative support has disappeared for all but the most senior executives. The tools have been democratized so that each person does more and more for themselves, even if they do not do it particularly well. The savings from eliminating admin positions are easy to quantify, while the cost of the resulting inefficiency and frustration is far more difficult to pin down, though no less real. Earlier changes in organizational technology and protocols were incremental, and the comfort with in-person traditions made it easier to mask cracks in the system.

The current shifts underway are more sudden and dramatic. With distributed teams and hybrid work arrangements, even the most basic necessary skills and configurations are shifting. As Constance Noonan Hadley, who co-wrote the article about teams mentioned above, told me, “We have to ask how we optimize for a new world of work, because it is happening. I know from conversations with my executive students that there is a tension between how we think work is happening and what is actually going on. Organizations must adapt to resolve it.”

Unless your organization has embraced agile or lean methodologies, or made a radical leap to an alternative model, such as sociocracy, that forces reconsideration of the fundamentals, you are likely carrying a lot of unexamined baggage. Accept the need for change, and banish prior assumptions. Work-group structure, meetings, and communication are great places to start. Try these five steps for spotting the snafus that may be hobbling your organization.

Articulate your “center of effort.” Identify the activities that engage employees the most and in which the collaborative work is essential to business objectives. Have an open, democratic conversation to remove the distortions that come with a top-down view. Be open and honest about what’s working and what needs to change. Consider incorporating collaboration in key performance indicators (KPIs) and reward structures.

Start with the small stuff. If rambling meetings are a problem, for example, require an agenda and time limit for each gathering. Stick to your plan for at least three to six months to ensure you get over the awkward early phases of adoption.

Equip people for the “how.” Make sure your people understand the methodologies, processes, practices, and new tools you’ve chosen. Go beyond a three-minute video tutorial. The team-centric company mentioned above invested in professional-facilitation training for every manager likely to lead a team. The skill-building sessions also demonstrated executive commitment to getting teamwork right. Go for proficiency, not simple competence.

Lead by example. Show your employees that an old dog can learn new tricks. Tackling an unfamiliar process or application can be an opportunity for relationship building and modeling a growth mindset—for example, letting yourself be mentored by a more junior staff member.

Establish feedback loops. Regularly practicing “stop, start, continue”—an organization model for eliciting meaningful feedback—creates an ongoing process of engagement, assessment, and change that will keep practices fresh.

How to get started? Convene your group around a virtual whiteboard—just make sure everyone knows how to use it.

Tue, 02 Aug 2022 16:13:00 -0500 en text/html https://www.strategy-business.com/blog/Technology-alone-wont-solve-your-organizational-challenges
Killexams : New IT Audit Fundamentals Certificate from ISACA Helps Professionals Launch Careers

Tue, 09 Aug 2022 04:38:00 -0500 en text/html https://www.galvnews.com/news_ap/business/article_e74761d7-e46c-5501-a976-f03323add7e7.html Killexams : IFAW Inaugurates First-Ever Global Center of Excellence (CoE) to Significantly Expand Animal Rescue Field

Key Support Provided by The Suzanne McGraw Foundation

WASHINGTON, Aug. 9, 2022 /PRNewswire/ -- To advance the animal rescue field and to respond to the sharp rise in animal-related emergency responses globally, the International Fund for Animal Welfare (IFAW) has opened its first-ever Center of Excellence (CoE) on Cape Cod, Massachusetts.

Building upon decades of experience responding to emergencies ranging from mass strandings to natural disasters to climate change, the IFAW CoE will provide fee-based intensive training to professional and volunteer field rescue personnel in all aspects of animal rescue. A scholarship fund will also be available for eligible participants. Housed within IFAW's International Operations Center, the CoE will combine a unique curriculum of both in-person and virtual learning conducted by professional rescue personnel from IFAW.

Rescue experts from the IFAW CoE will demonstrate best practices honed through their work and that of other professionals, helping ensure expansion of IFAW's global action network to further amplify impact on the lives of animals. In just the past five years, IFAW has trained over 7,000 individuals across 35 countries and will now enhance its efforts with a generous grant provided by The Suzanne McGraw Foundation through a three-year pilot project. It is estimated that this expanded program will help save between two to three times as many animals worldwide.

According to IFAW's Deputy Vice President of Animal Rescue Katie Moore, "The call for IFAW rescue expertise has more than tripled in just five years. Whether from human-induced threats or natural  events, the demand is immense and escalating. With over 650,000 animals rescued worldwide over the past two decades alone, IFAW is uniquely positioned to launch this innovative center and deliver best practices in animal rescue to a global audience."  

The global rescue field faces a key challenge of scale to meet the growing need to save more animals. As a result, the IFAW CoE itself acts as an information – and action – hub, also providing a starting point for collaborative research initiatives meant to Boost the welfare and outcomes for animals. By offering mentoring and a certification program, the CoE will lay the groundwork for additional rescue programs internationally.

For additional information related to the IFAW Center of Excellence, program participants should visit www.ifaw.org.

For images pertaining to IFAW's rescue work and the Center of Excellence, see Hightail link here.

To coordinate interviews with IFAW personnel please reach out to press contact below.

About IFAW (International Fund for Animal Welfare):

IFAW (International Fund for Animal Welfare) is a global non-profit helping animals and people thrive together. We are experts and everyday people, working across seas, oceans, and in more than 40 countries around the world. We rescue, rehabilitate, and release animals, and we restore and protect their natural habitats. The problems we're up against are urgent and complicated. To solve them, we match fresh thinking with bold action. We partner with local communities, governments, non-governmental organizations, and businesses. Together, we pioneer new and innovative ways to help all species flourish. See how at ifaw.org.

Press Contacts:
Rodger Correa     
Communications Director, Americas
Email: rcorrea@ifaworg
Mobile: (202) 834-6637

View original content to obtain multimedia:https://www.prnewswire.com/news-releases/ifaw-inaugurates-first-ever-global-center-of-excellence-coe-to-significantly-expand-animal-rescue-field-301602397.html

SOURCE International Fund for Animal Welfare

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Tue, 09 Aug 2022 02:30:00 -0500 text/html https://www.benzinga.com/pressreleases/22/08/n28419741/ifaw-inaugurates-first-ever-global-center-of-excellence-coe-to-significantly-expand-animal-rescue-
Killexams : What does a good repairs and maintenance practice look like?

Mr Hilditch agrees: “To me, a crucial theme of today’s discussion is offering honesty and clarity along the repairs journey. How can this be achieved?”

Tim Andrew, chief executive of Localz, notes that “humanising” language is an effective way to change culture and Boost stakeholder co-operation. “Language is so important,” he says. “One of the great culture changes we’ve seen is where companies change ‘assets’ to ‘homes’. Another easy example is changing ‘tenants’ to ’customers’.”

Personalising language in this way reminds staff that there are real people affected by repairs and maintenance services. But it is not just what you say – it is how you say it. That is why clarity of communication is critical, says Jamie Ratcliff, executive director of people and partnerships at Network Homes.

“One of the great culture changes we’ve seen is where companies change ‘assets’ to ‘homes’”

“I think explaining is incredibly important,” he says. “We’ve put a lot of focus on changing the tone of voice of our organisation, and what we’ve looked at is being open, transparent and human. When you’ve done something wrong, an apology can go a long way. But I think there’s also a danger of apologising too much… and it just becomes empty and meaningless.

“Both colleagues and residents have said what they really value is us putting a more robust challenge back to people complaining on social media [to explain], ‘this is the position we are in – and we’ve done X, Y and Z [to address the problem]’. Residents have said they don’t want someone who tweets us to be elevated to the top of the queue and suddenly get a gold standard service. They want it to be fair and equitable for everybody.”

Importance of record-keeping

When Jennifer Ryans, head of dispute resolution at the Housing Ombudsman, talks to different teams about the secret of effective repairs services, the message is always the same: “Record-keeping, record-keeping – that’s the big, big thing,” she says. “One of the issues is around early diagnosis when the surveyor inspects the property, but doesn’t specify what [work] is actually needed. We see records that say ‘repairs identified’ or ‘repairs in the living room’. It’s very broad.”

Ms Ryans believes that a more detailed approach is necessary. And when it comes to completing repairs, she stresses the need to record the nature of the completed work and provide confirmation that the resident is satisfied with it. “If you get it right at that point, then the follow-on work should be a lot easier,” she says.

Wed, 27 Jul 2022 19:00:00 -0500 En text/html https://www.insidehousing.co.uk/sponsored/what-does-a-good-repairs-and-maintenance-practice-look-like
Killexams : Beef Quality Assurance workshops set in Carroll

Producers and haulers who need to renew or obtain their certification in Beef Quality Assurance (BQA) or Beef Quality Assurance Transportation (BQAT) can register now for in-person trainings later this summer in Carroll. Offered by the Iowa Beef Center, Iowa State University Extension and Outreach and the Iowa Beef Industry Council, the sessions are set for Wednesday, Aug. 10, and are provided at no cost.

ISU Extension beef specialist Erika Lundy-Woolfolk will present both workshops. The BQA session will be held on Aug. 10  from 1 to 2:30 p.m. and the BQAT session from 2:30 to 4 p.m. at the Carroll County Extension office.

“Participants are welcome to attend either or both sessions depending on their needs,” she said.

BQA certification in necessary for anyone who markets fed cattle to major packers, while BQAT certification is necessary for custom haulers or producers delivering cattle to certain packing plants.

“For cattlemen who market fed cattle and deliver their own cattle to the packing plant, both BQA and BQAT certifications may be necessary depending on the packer,” Lundy-Woolfolk said.

The sessions will be held at the Carroll County ISU Extension Office in Carroll at 1205 W. U.S. Highway 30, Suite G. Lundy-Woolfolk said attendees are encouraged to register in advance by calling the Carroll County Extension office at 712-792-2364 or emailing juleeg@iastate.edu.

For those unable to attend a training, BQA and BQAT are available online at www.bqa.org.

The Iowa Beef Center at Iowa State University was established in 1996 with the goal of supporting the growth and vitality of the state’s beef cattle industry. It comprises faculty and staff from Iowa State University Extension and Outreach, College of Agriculture and Life Sciences and College of Veterinary Medicine, and works to develop and deliver the latest research-based information regarding the beef cattle industry. For more information about IBC, visit www.iowabeefcenter.org.

Thu, 28 Jul 2022 01:33:00 -0500 en text/html https://www.carrollspaper.com/news/beef-quality-assurance-workshops-set-in-carroll/article_3c85e3da-0e82-11ed-b850-eb5cd4a825e0.html
Killexams : Introducing First Fidelity Guarantee, a Financial Services Firm Proficient in CD Brokerage, IRA and Money Market Accounts

Florence, KY August 08, 2022 --(PR.com)-- First Fidelity Guarantee is a certificate of deposit brokerage firm that is proficient in the business of placing deposits or facilitating the placement of deposits of third parties with FDIC insured depository institutions.

Simplified for the layman, a brokered CD is a certificate of deposit that’s offered through a brokerage but issued by a bank. Since they’re issued by a bank, brokered CDs can be FDIC-insured just like other CDs. The standard insurance coverage limit of up to $250,000 per depositor, per account ownership type, per financial institution, applies. That protection is available to anyone whose brokerage partner with an FDIC-insured bank.

Brokered CDs can earn interest just like other CDs. This can be a fixed interest rate that applies for the entire CD term. But one may earn a higher yield from a brokered CD than one would a regular CD.

First Fidelity guarantee takes the security of its bank CDs with the utmost importance. This is why the brokerage firm utilizes only federally insured and guaranteed Bank CDs. The security of a Bank CD purchased through First Fidelity guarantee is the same as a CD purchased directly because the CD is "directly" with a bank. "We have many banking partners throughout the USA and only work with Banks that are FDIC insured and willing to pay above average yields on deposits for our private clients,” declared an executive of the company.

For clients panic about service fees, First Fidelity guarantee does not charge any administration or consulting fees for its services to its private clients. The firm is paid directly by the institution for helping them open new deposit accounts, so they will never take a fee from their clients deposit as 100% of the deposit will earn interest.

First Fidelity guarantee is adroit at opening individual retirement account (IRA), a savings account with tax advantages that individuals can open to save and invest in the long term. An IRA is designed to encourage people to save for retirement. Anyone who has earned income can open an IRA and enjoy the tax benefits that these accounts offer.

Additionally, First Fidelity guarantee is proficient in opening money market accounts for its clients. The term money market account (MMA) refers to an interest-bearing account at a bank or credit union. Sometimes referred to as money market deposit accounts (MMDA), money market accounts have some features that are not found in other types of accounts.

Most money market accounts pay a higher interest rate than regular (passbook) savings accounts and often include check-writing and debit card privileges. They may also come with restrictions that make them less flexible than a regular checking account. They are important for calculating tangible net worth.

First Fidelity guarantee operates on the business principles and core beliefs of honesty, professionalism, industry knowledge, flexibility and on-time availability. In its commitment to excel as leaders in the financial services sector, First Fidelity guarantee has undergone some positive changes within the company over the past few months. Today, they can proudly say they are the quintessential blend of speed and quality services.

This quality service has seen the company’s services elicit rave reviews from its clients. According to a satisfied client, Darla G Fort. Thomas, Ky: “I am absolutely delighted with the services of First Fidelity Guarantee. It is really refreshing to work with a financial firm who is truly interested in their client’s needs, circumstances and preferences. What really impressed me was the way First Fidelity guarantee took the time to get a feeling for where I was at, the company’s depth of knowledge, lateral thinking and their common sense approach. The company’s professional, ethical and caring demeanour elicits my trust and respect and I gladly recommend their services whenever possible.”

Contact Information:
First Fidelity Guarantee
Anthony Stokley
859-372-6632
Contact via Email
FirstFidelityGuarantee.com

Read the full story here: https://www.pr.com/press-release/866948

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