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CMQ-OE pdf - Manager of Quality/Organizational Excellence Certification

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CMQ-OE Manager of Quality/Organizational Excellence Certification

Exam ID : CMQ-OE
Exam Title : MANAGER OF QUALITY/ORGANIZATIONAL EXCELLENCE CERTIFICATION CMQ/OE

The Certified Manager of Quality/Organizational Excellence is a professional who leads and champions process-improvement initiatives - everywhere from small businesses to multinational corporations - that can have regional or global focus in a variety of service and industrial settings.

A Certified Manager of Quality/Organizational Excellence facilitates and leads team efforts to establish and monitor customer/supplier relations, supports strategic planning and deployment initiatives, and helps develop measurement systems to determine organizational improvement.

The Certified Manager of Quality/Organizational Excellence should be able to motivate and evaluate staff, manage projects and human resources, analyze financial situations, determine and evaluate risk, and employ knowledge management tools and techniques in resolving organizational challenges.

The Certified Manager of Quality/Organizational Excellence evolved from the certified quality manager as a way to broaden the scope of the examination. The Quality Management Division surveyed certified quality managers and other recognized subject matter experts.

A. Organizational Structures Define and describe organizational designs (e.g., matrix, flat, and parallel) and the effect that a hierarchical management structure can have on an organization. (Apply)

B. Leadership Challenges

1. Roles and responsibilities of leadersDescribe typical roles, respon-sibilities, and competencies of people in leadership positions and how those attributes influence an organizations direction and purpose. (Analyze)
2. Roles and responsibilities of managersDescribe typical roles, responsibilities, and competencies of people in management positions and how those attributes contribute to an organizations success. (Analyze)
3. Change managementUse various change management strategies to overcome organiza-tional roadblocks, assess impacts of global changes, achieve desired change levels, and review outcomes for effectiveness. Define and describe factors that contribute to an organizations culture. (Evaluate)
4. Leadership techniques Develop and implement techniques that motivate employees and sustain their enthusiasm. Use negotiation techniques to enable parties with different or opposing outlooks to recognize common goals and work together to achieve them. Determine when and how to use influence, critical thinking skills, or Socratic questioning to resolve a problem or move a project forward. (Create) syllabus in this new body of knowledge (BoK) include descriptive details (subtext) that will be used by the exam Development Committee as guidelines for writing test questions. This subtext is also designed to help candidates prepare for the exam by identifying specific content within each syllabu that may be tested. The subtext is not intended to limit the subject matter or be all-inclusive of what might be covered in an exam but is intended to clarify how the syllabus relate to a managers role. The descriptor in parentheses at the end of each entry refers to the maximum cognitive level at which the syllabu will be tested. A complete description of cognitive levels is provided at the end of this document.BODY OF KNOWLEDGECertified Manager of Quality/Organizational Excellence (CMQ/OE)

5. Empowerment Apply various techniques to empower individuals and teams. Identify typical obstacles to empowerment and appropriate strategies for overcoming them. Describe and distinguish between job enrichment and job enlargement, job design, and job tasks. (Analyze)

C. Teams and Team Processes
1. Types of teamsIdentify and describe different types of teams and their purpose, including process improvement, self-managed, temporary or ad hoc (special project), virtual, and work groups. (Understand)
2. Stages of team developmentDescribe how the stages of team development (forming, storming, norming, performing) affect leadership style. (Apply)
3. Team-building techniquesApply basic team-building steps such as using ice-breaker activities to enhance team introductions and membership, developing a common vision and agreement on team objectives, and identifying and assigning specific roles on the team. (Apply)
4. Team roles and responsibilities Define and describe typical roles related to team support and effectiveness such as facilitator, leader, process owner, champion, project manager, and contributor. Describe member and leader responsibilities with regard to group dynamics, including keeping the team on task, recognizing hidden agendas, handling disruptive behavior, and resolving conflict. (Analyze)
5. Team performance and evaluation Evaluate team performance in relation to established metrics to meet goals and objectives. Determine when and how to reward teams and celebrate their success. (Evaluate)

D. ASQ Code of EthicsIdentify and apply behaviors and actions that comply with this code. (Apply)
II. Strategic Plan Development and Deployment (22 Questions)

A. Strategic Planning ModelsDefine, describe, and use basic elements of strategic planning models, including how the guiding principles of mission, vision, and values relate to the plan. (Apply)
B. Business Environment Analysis
1. Risk analysisAnalyze an organizations strengths, weaknesses, opportunities, threats, and risks, using tools such as SWOT. Identify and analyze risk factors that can influence strategic plans. (Analyze)
2. Market forces Define and describe various forces that drive strategic plans, including existing competition, the entry of new competitors, rivalry among competitors, the threat of substitutes, bargaining power of buyers and suppliers, current economic conditions, global market changes, and how well the organization is positioned for growth and changing customer expectations. (Apply)
3. Stakeholder analysis Identify and differentiate the perspectives, needs, and objectives of various internal and external stakeholders. Ensure that the organizations strategic objectives are aligned with those of the stakeholders. (Analyze)
4. Technology Describe how changes in technology can have long-term and short-term influences on strategic planning. Identify new and upcoming technologies that may impact business strategy and quality, such as automation, autonomation, Quality 4.0, cloud computing, or machine learning. (Understand)
5. Internal capability analysisIdentify and describe the effects that influence an organizations internal capabilities: human resources, facilities capacity, and operational capabilities. Analyze these factors in relation to strategy formation. (Analyze)
6. Legal and regulatory factors Define and describe how legal and regulatory factors can influence strategic plans. (Understand)

C. Strategic Plan Deployment
1. Tactical plans Identify basic characteristics of tactics: specific, measurable, attainable, relevant, and time-specific, and how these are linked to strategic objectives. Evaluate proposed plans to determine whether they meet these criteria. (Evaluate)
2. Resource allocation and deploymentEvaluate current resources to ensure they are available and deployed in support of strategic initiatives. Identify and eliminate administrative barriers to new initiatives. Ensure that all internal stakeholders understand the strategic plan and have the competencies and resources to carry out their responsibilities. (Evaluate)
3. Organizational performance measurementDevelop measurements and ensure that they are aligned with strategic goals, and use the measures to evaluate the organization against the strategic plan. (Evaluate)
4. Quality in strategic deployment Support strategic plan deployment by applying continuous improvement and other quality initiatives to drive performance outcomes throughout the organization. (Create)

III. Management Elements and Methods (31 Questions)

A. Management Skills and Abilities
1. Principles of managementEvaluate and use basic management principles such as planning, leading, delegating, controlling, organizing, and allocating resources. (Evaluate)
2. Management theories and styles Define and describe management theories such as scientific, organizational, behavioral, learning, systems thinking, and situational complexity. Define and describe management styles such as autocratic, participative, transactional, transformational, management by fact, coaching, and contingency approach. Describe how management styles are influenced by an organizations size, industry sector, culture, and competitors. (Apply)
3. Interdependence of functional areas Describe the interdependence of an organizations areas (human resources, engineering, sales, marketing, finance, research and development, purchasing, information technology, logistics, production, and service) and how those dependencies and relationships influence processes and outputs. (Understand)
4. Human resources (HR) management Apply HR elements in support of ongoing professional development and role in quality system: setting goals and objectives, conducting performance evaluations, developing recognition programs, and ensuring that succession plans are in place where appropriate. (Apply)
5. Financial managementRead, interpret, and use various financial tools including income statements, balance sheets, and product/service cost structures. Manage budgets and use the language of cost and profitability to communicate with senior management. Use potential return on investment (ROI), estimated return on assets (ROA), net present value (NPV), internal rate of return (IRR), and portfolio analysis to analyze project risk, feasibility, and priority. (Analyze)
6. Risk managementIdentify the kinds of risk that can occur throughout the organization, from such diverse processes as scheduling, shipping/receiving, financials, production and operations, employee and user safety, regulatory compliance and changes. (Apply)
7. Knowledge management (KM)Use KM techniques in identifying core competencies that create a culture and system for collecting and sharing implicit and explicit knowledge among workers, stakeholders, competitors, and suppliers. Capture lessons learned and apply them across the organization to promote best practices. Identify typical knowledge-sharing barriers and how to overcome them. (Apply)

B. Communication Skills and Abilities
1. Communication techniquesDefine and apply various modes of communication used within organizations, such as verbal, non-verbal, written, and visual. Identify factors that can inhibit clear communication and describe ways of overcoming them. (Apply)
2. Interpersonal skillsUse skills in empathy, tact, friendliness, and objectivity. Use open-minded and non-judgmental communication methods. Develop and use a clear writing style, active listening, and questioning and dialog techniques that support effective communication. (Apply)
3. Communications in a global economyIdentify key challenges of communicating across different time zones, cultures, languages, terminology, and business practices, and present ways of overcoming them. (Apply)
4. Communications and technology Identify how technology affects communications, including improved information availability, its influence on interpersonal communications, and etiquette for e-communications. Deploy appropriate communication methods within virtual teams. (Apply)
C. Project Management
1. Project management basicsUse project management methodology and ensure that each project is aligned with strategic objectives. Plan the different phases of a project: initiation, planning, execution, monitoring and controlling, and closure. Ensure the project is on-time and within budget. Consider alternate project management methodologies (linear, evolutionary, or iterative) as they apply to the project. (Evaluate)
2. Project planning and estimation tools Use tools such as risk assessment matrix, benefit-cost analysis, critical path method (CPM), Gantt chart, PERT, and work breakdown structure (WBS) to plan projects and estimate related costs. (Apply)
3. Measure and monitor project activity Use tools such as cost variance analysis, milestones, and genuine vs. planned budgets to monitor project activity against project plan. (Evaluate)
4. Project documentation Use written procedures and project summaries to document projects. (Apply)D. Quality System1. Quality mission and policyDevelop and monitor the quality mission and policy and ensure that it is aligned with the organizations broader mission. (Create)
2. Quality planning, deployment, and documentation Develop and deploy the quality plan and ensure that it is documented and accessible throughout the organization. (Create)
3. Quality system effectiveness Evaluate the effectiveness of the quality system using various tools: balanced scorecard, internal audits, feedback from internal and external stakeholders (including stakeholder complaints), warranty/return data analytics, product traceability and recall reports, and management reviews. (Evaluate)

E. Quality Models and Theories
1. Quality management standards Describe and apply the requirements and basic principles of ISO 9000-based standards used to support quality management systems. (Apply)
2. Performance excellence modelsDefine and describe common elements and criteria of performance excellence models such as the European Excellence Award (EFQM), Excellence Canada, ASQ International Team Excellence Award (ITEA), or Malcolm Baldrige National Quality Award (MBNQA). Describe how their criteria are used as management models to Strengthen processes at an organization level. (Understand)
3. Other quality methodologiesDescribe and differentiate methods such as total quality management (TQM), continuous improvement, and benchmarking. (Apply)
4. Quality philosophies Describe and apply basic methodologies and theories proposed by quality leaders such as Shewhart, Deming, Juran, Crosby, Feigenbaum, and Ishikawa. (Apply)

IV. Quality Management Tools (30 Questions)

A. Problem-Solving Tools
1. The seven classic quality tools Select, interpret, and evaluate output from these tools: Pareto charts, cause and effect diagrams, flowcharts, control charts, check sheets, scatter diagrams, and histograms. (Evaluate)
2. Basic management and planning toolsSelect, interpret, and evaluate output from these tools: affinity diagrams, tree diagrams, process decision program charts (PDPCs), matrix diagrams, prioritization matrices, interrelationship digraphs, and activity network diagrams. (Evaluate)
3. Process improvement tools Select, interpret and evaluate tools such as root cause analysis, Kepner-Tregoe, PDCA, six sigma DMAIC (define, measure, analyze, improve, control), and failure mode and effects analysis (FMEA). (Evaluate)
Certified Manager of Quality/Organizational Excellence
4. Innovation and creativity toolsUse various techniques and exercises for creative decision-making and problem-solving, including brainstorming, mind mapping, lateral thinking, critical thinking, the 5 whys, and design for six sigma (DFSS). (Apply)
5. Cost of quality (COQ)Define and distinguish between prevention, appraisal, internal, and external failure cost categories and evaluate the impact that changes in one category will have on the others. (Evaluate)

B. Process Management
1. Process goalsDescribe how process goals are established, monitored, and measured and evaluate their impact on product or service quality. (Evaluate)
2. Process analysisUse various tools to analyze a process and evaluate its effectiveness on the basis of procedures, work instructions, and other documents. Evaluate the process to identify and relieve bottlenecks, increase capacity, Strengthen throughput, reduce cycle time, and eliminate waste. (Evaluate)
3. Lean tools Identify and use lean tools such as 5S, just-in-time (JIT), kanban, value stream mapping (VSM), quick-changeover (single-minute exchange of die), poke-yoke, kaizen, standard work (training within industry), and productivity (OEE). (Apply)
4. Theory of constraints (TOC)Define key concepts of TOC: systems as chains, local vs. system optimization, physical vs. policy constraints, undesirable effects vs. core problems, and solution deterioration. Classify constraints in terms of resources and expectations as defined by measures of inventory and operating expense. (Understand)
C. Measurement: Assessment and Metrics
1. Basic statistical use Use statistical techniques to identify when, what, and how to measure projects and processes. Describe how metrics and data gathering methods affect resources and vice-versa. (Apply)
2. Sampling Define and describe basic sampling techniques such as random and stratified. Identify when and why sampling is an appropriate technique to use. (Understand)
3. Statistical analysisCalculate basic statistics: measures of central tendency (mean, median, mode) and measures of dispersion (range, standard deviation, and variance). Identify basic distribution types (normal, bimodal, skewed) and evaluate run charts, statistical process control (SPC) reports, and other control charts to make data-based decisions. (Evaluate)
4. Measurement systems analysis Understand basic measurement terms such as accuracy, precision, bias, and linearity. Understand the difference between repeatability and reproducibility in gauge R&R studies. (Understand)
5. Trend and pattern analysisInterpret graphs and charts to identify cyclical, seasonal, and environmental data trends. Evaluate control chart patterns to determine shifts and other trend indicators in a process. (Evaluate)
6. Process variationAnalyze data to distinguish between common and special cause variation. (Analyze)
7. Process capabilityRecognize process capability (Cpand Cpk,) and performance indices (Pp and Ppk). (Understand)
Certified Manager of Quality/Organizational Excellence
8. Reliability terminology Define and describe basic reliability measures such as infant mortality, end of life (e.g. bathtub curve), mean time between failures (MTBF), and mean time to repair (MTTR). Understand the value of estimating reliability to meet requirements or specifications.
NOTE: Reliability calculations will not be tested. (Understand)

V. Customer-Focused Organizations (21 Questions)
A. Customer Identification and Segmentation
1. Internal customers Define internal customers and describe the impact an organizations treatment of internal customers will have on external customers. Evaluate methods for influencing internal customers to Strengthen products, processes, and services and evaluate the results. (Evaluate)
2. External customers Define external customers and describe their impact on products and services. Evaluate strategies for working with them and integrating their requirements and needs to Strengthen products, services, and processes. (Evaluate)
3. Customer segmentationDescribe and assess the process of customer segmentation and its impact on aligning service and delivery to meet customer needs. (Evaluate)
4. Qualitative assessmentIdentify subjective information such as verbatim comments from customers, observation records, and focus group output. Describe how the subjective information differs from objective measures and determine when data should be captured in categories rather than numeric value. (Analyze)

B. Customer Relationship Management
1. Customer needs Use quality function deployment (QFD) to capture the voice of the customer (VOC) and examine customer needs in relation to products and services offered. Analyze the results to prioritize future development in anticipation of changing customer needs. (Analyze)
2. Customer satisfaction and loyaltyDevelop systems to capture positive and negative customer feedback and experiences, using tools such as listening posts, focus groups, complaints and warranty data, surveys, and interviews. Use customer value analysis to calculate the financial impact of existing customers and the potential results of losing those customers. Develop corrective actions and proactive methods to Strengthen customer satisfaction, loyalty, and retention levels. (Create)
3. Customer service principles Demonstrate strategies that support customer service principles: courtesy, politeness, smiles, cheerfulness, attention to detail, active listening, empathy, rapid response, and easy access for information and service. (Apply)
4. Multiple and diverse customer managementEstablish and monitor priorities to avoid or resolve conflicting customer requirements and demands. Develop methods and systems for managing capacity and resources to meet the needs of multiple customers. Describe the impact that diverse customer groups can have on all aspects of product and service development and delivery. (Evaluate)

VI. Supply Chain Management (17 Questions)
A. supplier Selection and ApprovalDefine and outline criteria for selecting, approving, and classifying suppliers, including internal rating programs and external certification standards. (Analyze)
B. supplier Risk Management Assess and manage supplier risk and the impact it may have on various internal processes of the organization. (Evaluate)
C. supplier CommunicationsPrepare and implement specific communication methods with suppliers, including regularly scheduled meetings and routine and emergency reporting procedures. Direct, communicate, and confirm explicit expectations so that the supplier is aware of critical product and delivery requirements. (Apply)
D. supplier PerformanceDefine, assess, and monitor supplier performance in terms of quality, cost, delivery, and service levels, and establish associated metrics for defect rates, product reliability, functional performance, timeliness, responsiveness, and availability of technical support. (Evaluate)
E. supplier ImprovementDefine and conduct supplier audits, evaluate corrective and preventive action plans, provide feedback, and monitor process improvements. (Evaluate)
F. supplier Certification, Partnerships, and AlliancesDefine, appraise, and implement supplier certification programs that include process reviews and performance evaluations. Outline strategies for developing customer-supplier partnerships and alliances. (Evaluate)
G. supplier Logistics and Material AcceptanceDescribe the impact purchased products and services can have on final product assembly or total service package, including ship-to-stock and just-in-time (JIT). Describe the incoming material inspections process. (Understand)

VII. Training and Development (16 Questions)
A. Training PlansDevelop and implement training plans that are aligned with the organizations strategic plan and general business needs, including leadership training and alignment of personal development plans. (Create)
B. Training Needs AnalysisUse various tools and techniques such as surveys, performance reviews, regulatory guidances, and gap analyses to identify and assess training needs. (Evaluate)
C. Training Materials, Development, and DeliveryUse various tools, resources, and methodologies to develop training materials and curriculum that address adult learning principles and the learning needs of an increasingly diverse workforce. Describe various methods of training delivery: classroom, workbooks, simulations, computer-delivered, on-the-job, and self-directed. Use mentoring and coaching to support training outcomes. (Apply)
D. Training Effectiveness and EvaluationAssess training effectiveness and make improvements based on feedback from training sessions, end-of-course test results, on-the-job behavior or performance changes, and departmental or area performance improvements. (Evaluate)
Manager of Quality/Organizational Excellence Certification
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Bert Markgraf is a freelance writer with a strong science and engineering background. He started writing technical papers while working as an engineer in the 1980s. More recently, after starting his own business in IT, he helped organize an online community for which he wrote and edited articles as managing editor, business and economics. He holds a Bachelor of Science degree from McGill University.

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Killexams : The Rising Economic Power of Quality: How Quality Ensures Growth and Enhances Profitability
The Rising Economic Power of Quality: How Quality Ensures Growth and Enhances Profitability

Summary: Quality may be the essential ingredient that transforms today’s uncertainty into profitability. Entire industries are being disrupted. Rapid time to market is critical to competitiveness, and there is enormous pressure to design, build and ship products at blazing speeds. Thriving in this era of change requires infusing quality thinking into every process across every part of the enterprise. Organizations succeeding in their markets have learned to deliver world-class quality. They harness the enormous economic potential of quality management to attain leadership of their respective markets.

To illuminate the economic power of quality, Forbes Insights partnered with ASQ, a global community of quality professionals, to conduct a global survey of 1,869 senior executives and quality professionals in March 2017. In-depth interviews with top executives and thought leaders were also conducted to add context to the data.

To download a pdf of the study, please fill out the following information. If you experience any trouble, please send an email to: insights@forbes.com.

Notice: By supplying my contact information, I authorize Forbes Insights and the report sponsor to contact me about the sponsor’s products and services. Forbes Insights may use data I have provided in accordance with the Forbes online privacy policy.

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Killexams : Total Quality Organization of All Levels of Management

Carolyn Gray started writing in 2009. Her work history includes line and staff management in the Finance and Controller's Department of New York Telephone and NYNEX. Gray has a Bachelor of Arts in government from Clark University and a Master of Business Administration from New York University's Stern School of Business in Management and Organization Behavior.

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Killexams : Quality and Reliability Ratings No result found, try new keyword!J.D. Power Quality and Reliability ratings are a combination of quality and dependability scores. Quality scores are based on initial owner response and feedback of their new purchase whereas ... Thu, 13 Oct 2022 13:52:00 -0500 text/plain https://www.jdpower.com/cars/ratings Killexams : Ontrak Achieves NCQA Certification as a Credentials Verification Organization, Reinforcing Commitment to Quality Assurance in Healthcare No result found, try new keyword!About the 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 ... Thu, 25 May 2023 00:17:00 -0500 https://www.businesswire.com/news/home/20230525005332/en/Ontrak-Achieves-NCQA-Certification-as-a-Credentials-Verification-Organization-Reinforcing-Commitment-to-Quality-Assurance-in-Healthcare/ Killexams : Green Spaces: An Invaluable Resource for Delivering Sustainable Urban Health

Non-communicable diseases (NCDs) and climate change are two defining challenges of the twenty-first century, as each poses a significant threat to health and sustainable development.1 NCDs, including cancer, cardiovascular disease, chronic respiratory diseases, diabetes, and mental and neurological disorders, are currently responsible for 68 per cent of global mortality,2 while climate change is projected to cause several hundred thousand deaths annually by 2030.3 Risk factors for NCDs include exposure to air pollution and physical inactivity. Eighty-eight per cent of urban populations are exposed to levels of outdoor air pollution that exceed World Health Organization (WHO) Air Quality Guidelines,4 and 3.7 million deaths globally were attributable to ambient air pollution in 2012. Furthermore, urbanization leads to changes in occupation and ways of life associated with lower levels of physical activity and higher automobile use. WHO attributes 3.2 million deaths annually to physical inactivity and 1.3 million to road traffic injuries.5

These risk factors share some of the same origins and solutions as climate change, including in the energy and transportation sectors,6 and are especially relevant as urbanization increases. Rapid urbanization and population growth are major contributors to both NCDs and climate change. Urban areas facilitate activity across multiple sectors in which interventions can be made. Thus, in addition to posing formidable challenges, urban areas offer great opportunities for positive and sustainable change.

The world recently acknowledged the importance of these issues with the adoption of the 2030 Agenda for Sustainable Development, by which Governments committed to ensuring progress across 17 Sustainable Development Goals (SDGs) and 169 targets. Achieving progress on the NCD and climate change targets will depend on progress in many other priority areas and vice versa. Moving forward, it will be critical to choose interventions that aim at many targets and goals simultaneously in order to maximize impacts.

The role of parks, green spaces and waterways as urban health solutions

Parks, green spaces and waterways are important public spaces in most cities. They offer solutions to the effects of rapid, unsustainable urbanization on health and well-being. The social and economic benefits of urban green spaces are equally important, and should be viewed in the context of global issues such as climate change, as well as other priorities set out in the SDGs, including sustainable cities, public health and nature conservation.

Scientific literature describes various ways in which the natural environment can positively affect human health and well-being, as natural areas offer opportunities for physical activity, social contacts and stress reduction.7 An increasing number of epidemiological studies have demonstrated various positive health effects of maintaining urban green spaces, including improved mental health and reduced depression; improved pregnancy outcomes; and lower rates of cardiovascular morbidity and mortality, obesity and diabetes.8

Disadvantaged groups tend to live in neighbourhoods with little available green space, while studies show that socioeconomically disadvantaged individuals tend to benefit most from improved access to urban greenery. Thus, reducing socioeconomic disparities in the availability of urban green spaces can help to reduce inequalities in health related to income, minority status, disability and other socioeconomic and demographic factors.9

Increasing the number and quality of green spaces has the potential to mitigate short-lived climate pollutants that produce a strong global warming effect and contribute significantly to more than 7 million premature air-pollution related deaths annually.10 Urban fountains, ponds, lakes and roof gardens also moderate temperature extremes and reduce the Urban Heat Island effect, resulting in energy savings and improved climate quality in cities. Air pollution contributes to rising temperatures and heat wave episodes, leading to increased rates of mortality from heart attacks or stroke as a result of heat stress, particularly in people with pre-existing NCDs.11 For every tree strategically planted to provide shade, there could be a direct reduction of approximately 10 kg in carbon emissions from power plants through reduced demand for air conditioning.12 In Europe alone, 400,000 premature deaths per year occur as a result of air pollution, at a cost of €330 billion to €940 billion.13

In addition to the clear benefits of climate change mitigation and air pollution reduction, parks, green spaces and waterways help reduce exposure to a major risk factor for NCDs—physical inactivity—which causes 3.2 million deaths annually.14 Parks and green spaces provide people with the opportunity to walk and cycle more often and engage in leisure-time physical activity. Therefore, investments in city parks, green spaces, and waterways are an effective and economical way to both promote health and mitigate climate change.

Discussion

Intervention studies can help document the concrete gains in public health resulting from climate change mitigation. Cities should use this information to make decisions that will promote health, mitigate climate change and enhance the quality of life for residents. Key opportunities for health should be addressed in urban planning.

In addition, it is important to match evidence and data across sectors and promote integration of different evidence and indicators, using a Health in All Policies approach. The development and use of linked health and urban planning indicators for public spaces, transport and energy can support the adoption of key policies, as well as the monitoring and evaluation of urban interventions.

Integrating health perspectives into the many factors, disciplines and influences that shape city policies can drive cost-effective urban planning and related transport mitigation strategies. Urban and transport planning would benefit from the use of health and health-risk data for informed decision-making and priority-setting. Establishing processes through which policymakers can objectively evaluate the potential health-related impacts of an intervention before it is implemented will help ensure that solutions that advance health and climate change mitigation are found.

The health sector has a key role to play in guiding and supporting policies to protect the climate, and in promoting less polluted, healthy cities and green spaces. In addition to providing health-based guidance for air and water quality, as well as for transport and housing design, the health sector can also offer tools to support other areas, as well-tested instruments exist for assessing health impacts in transport and land-use policies. A critical element for shaping policy to promote urban health is the participation and empowerment of communities. It is important to integrate participatory processes in policymaking and implementation at both the national and local levels for effective governance to act on the social determinants of health.

Conclusion

Urban green areas offer great opportunities for positive change and the sustainable development of our cities. Public green spaces that are accessible for walking, cycling, playing and other outdoor activities can Strengthen safe mobility and access to basic services for women, older adults and children, as well as low-income population groups, thus improving health equity. Incorporating public health priorities into public-space development provides such a co-benefit approach for urban areas. Taking a health-sensitive approach to green public-space planning offers the potential to achieve the greatest number of co-benefits.

The upcoming United Nations Conference on Housing and Sustainable Urban Development (Habitat III), to be held in Quito, Ecuador, from 17 to 20 October 2016, aims to reinvigorate the global commitment to sustainable urbanization through the adoption of a New Urban Agenda. Urban leaders can benefit from the support, credibility and local knowledge that health systems and actors can bring when recommending sustainable local policies as a measure for disease prevention and health promotion, as well as using health indicators to track progress.

Multisectoral collaboration among decision-making entities and the public will be critical, as no single ministry or Government can achieve climate goals alone. It is also important to integrate participatory processes in policymaking and implementation at both the national and local levels for effective governance to act on social determinants of health. Health perspectives can help shape city policies that drive cost-effective urban planning and related transport mitigation strategies.

This article builds on the results and reporting document for the Side Event Public Space: An Invaluable Resource to Deliver Sustainable Urban Health”, held during Thematic Meeting on Public Spaces in April 2016 in Barcelona, Spain, in preparation for Habitat III. The following authors contributed to the above-mentioned report: Jessica Beagley of the NCD Alliance; Kristie Daniel of the HealthBridge Foundation of Canada; Nathalie Röbbel; and Florian Lorenz of Smarter Than Car. The article also acknowledges research on green spaces and health conducted at the WHO European Centre for Environment and Health.15

1 NCD Alliance and Global Climate and Heath Alliance, NCDs and Climate Change: Shared Opportunities for Action (2016).  Available from

https://ncdalliance.org/sites/default/files/resource_files/NCDs_%26_ClimateChange_EN.pdf.

2 World Health Organization, “Global Health Estimates 2014 Summary Tables: DALY by Cause, Age and Sex 2000-2012”, Workbook (Geneva, 2014). Available from http://www.who.int/healthinfo/global_burden_disease/GHE_DALY_Global_2000_2012.xls.

3 World Health Organization, “Climate change and health”, Fact Sheet, No. 266, Reviewed June 2016. Available from http://www.who.int/mediacentre/factsheets/fs266/en/.

4 World Health Organization, Air Quality Guidelines: Global update 2005. Particulate matter, ozone, nitrogen dioxide and sulfur dioxide (Copenhagen, 2006). Available from http://www.euro.who.int/__data/assets/pdf_file/0005/78638/E90038.pdf?ua=1.

5 World Health Organization, “Road traffic injuries”, Fact Sheet, No. 358, Reviewed September 2016. Available from http://www.who.int/mediacentre/factsheets/fs358/en/.

6 NCD Alliance and Global Climate and Heath Alliance, NCDs and Climate Change, p. 4.

7 Terry Hartig and others, “Nature and health”, Annual Review of Public Health,

vol. 35, (March 2014), pp. 207-228.

8 Sjerp de Vries, “Nearby nature and human health: looking at mechanisms and their implications”, in Innovative Approaches to Researching Landscape and Health: Open Space: People Space 2, Catharine Ward Thompson, Peter Aspinall and Simon Bell, eds. (Abingdon, New York, Routledge, 2010), pp. 77-96; Mireia Gascon and others, “Residential green spaces and mortality: a systematic review”, Environment International, vol. 86 (January 2016), pp. 60-67; Takemi Sugiyama and others, “Associations of neighbourhood greenness with physical and mental health: do walking, social coherence and local social interaction explain the relationships?”, Research report,  Journal of Epidemiology and Community Health, vol. 62, No. 5 (2008), pp. e 9; Mathew White and others, “Would you be happier living in a greener urban area? A fixed-effects analysis of panel data” Psychological Science, vol. 24, No. 6 (June 2013), pp. 920-928; Kate Lachowycz and Andy Peter Jones, “Greenspace and obesity: a systematic review of the evidence”, Obesity Reviews, vol. 12 (February 2011), pp. e183-e189; Paul J. Villeneuve and others, “A cohort study relating urban green space with mortality in Ontario, Canada”, Environmental Research, vol. 115 (May 2012), pp. 51-58.

9 Jessica Allen and Reuben Balfour, “Natural solutions for tackling health inequalities”, Report (London, UCL Institute of Health Equity, 2014). Available from http://www.instituteofhealthequity.org/projects/natural-solutions-to-tackling-health-inequalities.

10 World Health Organization, Reducing global health risks through mitigation of short-lived climate pollutants, Scoping report for policymakers (Geneva, 2015). Available from http://www.who.int/phe/publications/climate-reducing-health-risks/en/.

11 Glen P. Kenny and others, “Heat stress in older individuals and patients with common chronic diseases”, Canadian Medical Association Journal, vol. 182, No.10 (July 2010), pp. 1053-1060.

12 Hashem Akbari, “Shade trees reduce building energy use and CO2 emissions from power plants”, Environmental Pollution, vol. 116 (2002), Supplement 1, pp. S119-126. Available from http://webmail.seedengr.com/documents/Shade%20trees%20reduce%20building%20energy%20use%20and%20CO2%20emissions%20from%20power%20plants.pdf.

13 Janez Potočnik, European Commissioner for Environment, “If you think the economy is more important than the environment, try holding your breath while counting your money”, Speech, Launch of the European Economic Area (EEA) Report on Air Quality 2013, Brussels, 15 October 2013. Available from http://europa.eu/rapid/press-release_SPEECH-13-822_en.htm.

14 World Health Organization, Global Health Risks: Mortality and Burden of Disease Attributable to Selected Major Risks (Geneva, 2009). Available from http://www.who.int/healthinfo/global_burden_disease/GlobalHealthRisks_report_full.pdf.    

15 World Health Organization Regional Office for Europe, Urban Green Spaces and Health (Copenhagen, (forthcoming)). 

Thu, 14 Apr 2022 16:00:00 -0500 en text/html https://www.un.org/en/chronicle/article/green-spaces-invaluable-resource-delivering-sustainable-urban-health
Killexams : Plagiarism Information Center for IEEE Publication Volunteers

These letter templates may be used as a basis for official letters that need to be sent to parties involved in plagiarism complaints. All templates are available as Microsoft Word doc files. If another format is needed, please contact the IEEE IPR Office.

Initial Communications

Notifying Authors of Complaint (DOC, 23 KB): Sent at the outset of the case to inform the accused authors of the complaint and to allow them an opportunity to respond. The authors' response will need to be included as part of the ad hoc committee's review.

Notifying Authors of Multiple Submission/Publication (DOC, 22 KB): Sent to authors if they have submitted a manuscript to more than one publication. This letter informs the authors of IEEE policy on multiple submission and publication and may serve as part of the corrective actions described in Section 8.2.4.F of the PSPB Operations Manual.

Dismissed Case-Informing Accused Author (DOC, 21.5 KB): Sent to accused authors if a case is found to have no merit.

Dismissed Case-Informing Complainant (DOC 21.5 KB): Sent to complainants if a case is found to have no merit.

Final Decision

Informing Accused Authors

Additional Letters

Notifying Third-Party Publisher of Final Decision (DOC, 22.5 KB): Sent to outside (non-IEEE) publishers in complaints that involve plagiarized IEEE material that appears in their publication. 

Appeal Decision (DOC, 21.5 KB): Sent to notify an author of an appeal decision.

Rejecting Paper Due to Banned Author (DOC, 22 KB): Sent to a group of authors to inform them that their paper has been rejected due to one of the authors being listed on the Prohibited Authors List.

Wed, 12 Aug 2020 14:15:00 -0500 en text/html https://www.ieee.org/publications/rights/plagiarism/index.html
Killexams : Investigation into USS George Washington suicides finds US Navy failed to provide a basic quality of life for sailors

CNN  — 

A monthslong investigation into a series of Navy suicides last year found the service failed to provide a basic quality of life for sailors, housing them in unacceptable living conditions and failing to provide adequate mental health resources.

The investigation concluded that the issues were compounded on the USS George Washington, a nuclear-powered aircraft carrier going through overhaul in the Newport News shipyard in Virginia, because of the lengthy refit process, which was delayed as the Navy shifted its priorities to other ships.

Ultimately, sailors from the ship told CNN they were forced to move on board the ship before it was ready, leaving the crew facing power outages, a lack of hot water, and unbearable temperatures.

“It was pointedly obvious that the Navy had failed the George Washington through a host of things that we put that ship into,” said Navy Fleet Forces Commander Adm. Daryl Caudle in a briefing to reporters Thursday.

The Navy’s top leaders said the blame for the suicides on board the carrier and at a separate facility in Norfolk late-last year did not fall on any single commander or leader.

“Collectively, Navy senior leadership, officer and civilian, let our standards slip – and in doing so we let our people down,” wrote Navy Secretary Carlos Del Toro and Navy Chief Adm. Michael Gilday in a memo following the conclusion of the investigation.

In response, the Navy’s top leaders committed to addressing quality of life issues for sailors – first at shipyards, then across the service.

In April of last year, three sailors from the USS George Washington crew died by suicide within one week. A Navy investigation found that the deaths were “not related or connected,” but were the result of “unique and individualized” challenged facing each individual sailor, coupled with a “readily available” means to die by suicide and an “impaired mental state.”

Then in December, four sailors at the Mid-Atlantic Regional Maintenance Center (MARCMC) died by suicide within a month. A Navy investigation found there was no “direct correlation or connection” between the deaths, nor was there a toxic climate within the command. The newly-released investigation, which is separate from the broader investigation into quality of life issues and more, did find there were missed opportunities for supervisors to intervene.

The suicides put additional pressure on the Pentagon to implement the Brandon Act, a law requiring the Defense Department to provide mental health resources. The law is named after Brandon Caserta, a 21-year-old sailor who took his life at Naval Air Station Norfolk in 2018. The implementation of the law, required as part of the 2022 National Defense Authorization Act, was delayed by more than a year until it was finally signed earlier this month.

Caudle made no excuses for the Navy’s failure to address quality of life issues before they contributed to a series of suicides.

“I am never going to try to provide you a reason why it takes a large mishap, incident, 9/11 event to make the Navy – my organization which I love – wake up and attack a problem that we should’ve seen coming,” said Caudle. “I’ll just tell you there is no excuse for that.”

As part of a series of 48 recommendations, Caudle said the Navy should define when a ship is habitable, provide adequate housing and facilities before sailors move aboard a ship, and have more mental health resources available for sailors.

For the first time, the Navy also wants to develop a standard for what it calls “quality of service,” the combination of quality of life and the work experience.

But there is no timeline yet for implementing the quality-of-life recommendations across the service, and the Navy acknowledged it will require additional resources to address the problem.

“Navy [Quality of Service] will not be corrected with the stroke of a pen,” Del Toro and Gilday said in their letter.

Editor’s Note: If you or a loved one have contemplated suicide, call The National Suicide and Crisis Lifeline at 988 or 1-800-273-TALK (8255) to connect with a trained counselor.

Thu, 18 May 2023 10:36:00 -0500 en text/html https://www.cnn.com/2023/05/18/politics/uss-george-washington-investigation/index.html
Killexams : The Rising Economic Power of Quality: How Quality Ensures Growth and Enhances Profitability
The Rising Economic Power of Quality: How Quality Ensures Growth and Enhances Profitability

Summary: Quality may be the essential ingredient that transforms today’s uncertainty into profitability. Entire industries are being disrupted. Rapid time to market is critical to competitiveness, and there is enormous pressure to design, build and ship products at blazing speeds. Thriving in this era of change requires infusing quality thinking into every process across every part of the enterprise. Organizations succeeding in their markets have learned to deliver world-class quality. They harness the enormous economic potential of quality management to attain leadership of their respective markets.

To illuminate the economic power of quality, Forbes Insights partnered with ASQ, a global community of quality professionals, to conduct a global survey of 1,869 senior executives and quality professionals in March 2017. In-depth interviews with top executives and thought leaders were also conducted to add context to the data.

To download a pdf of the study, please fill out the following information. If you experience any trouble, please send an email to: insights@forbes.com.

Notice: By supplying my contact information, I authorize Forbes Insights and the report sponsor to contact me about the sponsor’s products and services. Forbes Insights may use data I have provided in accordance with the Forbes online privacy policy.

Learn more >>

To unsubscribe to the newsletter click here.
To review our privacy policy click here.

Fri, 28 Apr 2017 08:27:00 -0500 text/html https://www.forbes.com/forbesinsights/asq_economics_of_quality/index.html
Killexams : Investigation into USS George Washington suicides finds US Navy failed to provide a basic quality of life for sailors

CNN  — 

A monthslong investigation into a series of Navy suicides last year found the service failed to provide a basic quality of life for sailors, housing them in unacceptable living conditions and failing to provide adequate mental health resources.

The investigation concluded that the issues were compounded on the USS George Washington, a nuclear-powered aircraft carrier going through overhaul in the Newport News shipyard in Virginia, because of the lengthy refit process, which was delayed as the Navy shifted its priorities to other ships.

Ultimately, sailors from the ship told CNN they were forced to move on board the ship before it was ready, leaving the crew facing power outages, a lack of hot water, and unbearable temperatures.

“It was pointedly obvious that the Navy had failed the George Washington through a host of things that we put that ship into,” said Navy Fleet Forces Commander Adm. Daryl Caudle in a briefing to reporters Thursday.

The Navy’s top leaders said the blame for the suicides on board the carrier and at a separate facility in Norfolk late-last year did not fall on any single commander or leader.

“Collectively, Navy senior leadership, officer and civilian, let our standards slip – and in doing so we let our people down,” wrote Navy Secretary Carlos Del Toro and Navy Chief Adm. Michael Gilday in a memo following the conclusion of the investigation.

In response, the Navy’s top leaders committed to addressing quality of life issues for sailors – first at shipyards, then across the service.

In April of last year, three sailors from the USS George Washington crew died by suicide within one week. A Navy investigation found that the deaths were “not related or connected,” but were the result of “unique and individualized” challenged facing each individual sailor, coupled with a “readily available” means to die by suicide and an “impaired mental state.”

Then in December, four sailors at the Mid-Atlantic Regional Maintenance Center (MARCMC) died by suicide within a month. A Navy investigation found there was no “direct correlation or connection” between the deaths, nor was there a toxic climate within the command. The newly-released investigation, which is separate from the broader investigation into quality of life issues and more, did find there were missed opportunities for supervisors to intervene.

The suicides put additional pressure on the Pentagon to implement the Brandon Act, a law requiring the Defense Department to provide mental health resources. The law is named after Brandon Caserta, a 21-year-old sailor who took his life at Naval Air Station Norfolk in 2018. The implementation of the law, required as part of the 2022 National Defense Authorization Act, was delayed by more than a year until it was finally signed earlier this month.

Caudle made no excuses for the Navy’s failure to address quality of life issues before they contributed to a series of suicides.

“I am never going to try to provide you a reason why it takes a large mishap, incident, 9/11 event to make the Navy – my organization which I love – wake up and attack a problem that we should’ve seen coming,” said Caudle. “I’ll just tell you there is no excuse for that.”

As part of a series of 48 recommendations, Caudle said the Navy should define when a ship is habitable, provide adequate housing and facilities before sailors move aboard a ship, and have more mental health resources available for sailors.

For the first time, the Navy also wants to develop a standard for what it calls “quality of service,” the combination of quality of life and the work experience.

But there is no timeline yet for implementing the quality-of-life recommendations across the service, and the Navy acknowledged it will require additional resources to address the problem.

“Navy [Quality of Service] will not be corrected with the stroke of a pen,” Del Toro and Gilday said in their letter.

Editor’s Note: If you or a loved one have contemplated suicide, call The National Suicide and Crisis Lifeline at 988 or 1-800-273-TALK (8255) to connect with a trained counselor.

Thu, 18 May 2023 09:24:00 -0500 en text/html https://edition.cnn.com/2023/05/18/politics/uss-george-washington-investigation/index.html




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