Applying quality-standard (css)

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PC HARDWARE SERVICING
The Strengthened Technical-Vocational Education Program
How to Use this Module .......................................................................................................................i
Introduction .........................................................................................................................................ii
Technical Terms ..................................................................................................................................iii
Learning Outcome 1............................................................................................................................ 1
Information Sheet 1.1......................................................................................................................... 2
Self Check 1.1...................................................................................................................................... 4
Information Sheet 1.2......................................................................................................................... 5
Activity 1.2 .......................................................................................................................................... 7
Assignment ......................................................................................................................................... 8
Learning Outcome 2............................................................................................................................ 9
Information Sheet 2.1....................................................................................................................... 10
Self-Check 2.1................................................................................................................................... 14
Activity 2.1 ........................................................................................................................................ 15
Information Sheet 2.2...................................................................................................................... 16
Self Check 2.2.................................................................................................................................... 20
Activity 2.2 ........................................................................................................................................ 20
Assignment ....................................................................................................................................... 20
Learning Outcome 3.......................................................................................................................... 21
Information Sheet 3.1....................................................................................................................... 22
Self-Check 3.1.................................................................................................................................... 29
Activity 3.1 ........................................................................................................................................ 30
Assignment ....................................................................................................................................... 30
Answer Key........................................................................................................................... 31
Acknowledgment

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Welcome to the Module “Applying of Quality Standards”. This module contains training
materials and activities for you to complete.
The unit of competency “Apply Quality Standards” contains knowledge, skills and attitudes
required for a Computer Hardware Servicing NC II course.
You are required to go through a series of learning activities in order to complete each of the
learning outcomes of the module. In each learning outcome there are Information Sheets and
Activity Sheets. Follow these activities on your own and answer the Self-Check at the end of each
learning activity.
If you have questions, don’t hesitate to ask your for assistance.
Recognition of Prior Learning (RPL)
You may already have some of the knowledge and skills covered in this module because you
have:
o been working for some time
o Already have completed training in this area.
If you can demonstrate to your students that you are competent in a particular skill or skills,
talk to him/her about having them formally recognized so you don’t have to do he same training
again. If you have a qualification or Certificate of Competency from previous training shows it to
your students. If the skills you acquired are still current and relevant to this module, they may
become part of the evidence you can present for RPL. If you are not sure about the currency of your
skills, discuss it with your teacher.
After completing this module ask your trainer to assess your competency. Result of your
assessment will be recorded in your competency profile. All the learning activities are designed for
you to complete at your own pace.
Inside this module you will find the activities for you to complete followed by relevant
information sheets for each learning outcome. Each learning outcome may have more than one
learning activity.

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Program/ Course: Computer Hardware Servicing NC II
Unit of Competency: Apply Quality Standards
Module: Applying of Quality Standards
INTRODUCTION:
This module contains information and suggested learning activities on Computer Hardware
Servicing. It includes training materials and activities for you to complete.
Completion of this module will help you better understand the succeeding module on
Computer Hardware Servicing.
This module consists of 3 learning outcomes. Each learning outcome contains learning
activities supported by each instruction sheets. Before you perform the instructions read the
information sheets and answer the self-check and activities provided to as certain to yourself and
your teacher that you have acquired the knowledge necessary to perform the skill portion of the
particular learning outcome.
Upon completion of this module, report to your teacher for assessment to check your
achievement of knowledge and skills requirement of this module. If you pass the assessment, you
will be given a certificate of completion.
SUMMARY OF LEARNING OUTCOMES:
Upon completion of the module you should be able to:
LO1 Assess Condition of Received Equipment
LO2 Assess own work
LO3 Validate one’s work for quality improvement
ASSESSMENT CRITERIA:
Refer to assessment criteria of learning outcomes #1-3 of this module.
PRE-REQUISITES:
 PC Operation

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Checklist - help organize data by category
Durability - enduring; resisting wear
Flowchart - describes process in as much detail as possible by
graphically displaying the steps in proper sequence
Hardware - refers to the electronic and mechanical components that make a computer system.
Histogram - plots data in a frequency distribution table
Hostile - being an enemy; unfriendly
ISO - International Standardization Organization
OHS - Occupational Health and Safety procedures
Pareto diagram- puts data in a hierarchical order which allows the
significant problems to be connected first.
PPE - personal protective equipment
Quality - essential character nature; degree or grade of excellence
Scatter diagram- shows how two variables are related and is this used to test for cause and effect
relationships
.
Standards -as one serving the emblem of a nation; something as accepted as a basis for
comparison

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Learning Outcome #1: Assess Condition of Received Equipment
1. Work instruction is obtained and work is carried out in accordance with the
standard operating procedures.
2. Received materials are checked base on the workplace standards and
specifications.
3. Faulty materials related to work are identified and isolated.
4. Faults and any identified causes are recorded and/or reported to the concerned
person-in-authority in accordance with the workplace procedures.
5. Faulty materials are replaced in accordance with workplace standard
operating procedures (SOP).
6. Safety precautions are observed at all times.
REFERENCES:
 http://www.empf.org/empfasis/aug04/prop.htm
 http://www.lakeland.cc.il.us/~internal/policymanual/10fiscalaffairs/1026.POL.htm
 www.gao.gov/new.items/d0871.pdf]
 www.plant-materials.nrcs.usda.gov/pubs/nmpmcnl6045.pdf
 www.cdpr.ca.gov
 www.freepatentsonline.com

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The student must relate material properties to product and process quality. These are the
factors that must be taken into consideration when choosing the right material for their components
and assemblies:
1. Selection of material
Material selection is one of the most common tasks for design
engineering. The ability to assess the material’s impact on the performance
of a product is crucial for reliable performance. Sometimes, buyers are also
considering the label or name of the company which are producing great
quality of materials and are known in the market. Examples are the name
HP for printer and Intel for some computer hardware.
2. Testing of material
The testing of material properties is widely understood to be the
key to obtaining data for a project, performing failure analysis, or
understanding material interactions. Material testing also provides
information on the quality of incoming and outgoing products. Inspection
test equipment and techniques are demonstrated for a wide range of
materials and assemblies during the class. This provides the participants
with both knowledge of the common failure modes.
3. Cost of material
The cost of material is also considered when buying or selecting materials for a specific
project. The amount may vary but never taken for granted the quality and the reliability of the
material. Will you buy material which is less expensive but worst quality? Will you buy material
which you cannot afford? People look for places which can meet their standards and right cost for
materials to buy.
Before planning and designing takes place, you should evaluate the material options and
system requirements. Teachers should add several useful reference manuals to their libraries such as
installation of hardware, networking, troubleshooting as well as basic PC Operation and Internet for
additional information that the students may used in their projects.
The characteristic of the materials to be used for specific project must be:
Characteristic of common materials for increased security is also
a great factor in the design and planning process. Evaluation of
longevity criteria and assessment of site environmental factors are vital
to project planning.
Specific knowledge about the project and general common
sense must dictate design and material selection. Although many
materials can offer enhanced protection, often the most cost-efficient
and readily available material that provides reasonable life expectancy
for the project must be considered.

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 of good quality
- This is the most important factor when choosing materials to buy. Products
with good quality are long-lasting and safe to use because you know that it
follows certain standards before being commercialized.
 reliable
- It means that you can be sure that it will perform its function well, will
operate safely and will give the best it could give.
 suitable for the application/purposes
- Choose the materials which are very necessary to make the project possible.
Making a list of products/materials to buy is a good trait of a wise consumer.
Products which are not to be used must be crossed out.
 low cost
- It doesn’t mean that you will choose for the less expensive one and exclude
the quality. Low cost means you can afford to buy the materials without
hurting your pocket and assure of better quality.

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I. Enumerate the following. Use a separate sheet of paper in answering.
1. Give three factors to be considered when choosing the right material?
______________________________________________
______________________________________________
______________________________________________
2. Give three characteristic of materials to be used for specific project?
______________________________________________
______________________________________________
______________________________________________
II. What Good Quality means?
______________________________________________
______________________________________________
______________________________________________

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These are the things to be considered when:
A. Receiving Materials:
1. Match the packing slip to the items received and ensures that the materials are destined on tour
department.
2. That you are receiving the materials indicated on the purchase order with regard to quantity and
discount.
3. That the materials are in acceptable condition.
4. That terms regarding installation and/or set-up of equipment are met.
B. Receiving Reports
Whenever goods are received:
1. The person receiving the goods must document, using the
administrative software, that all goods were received for each
requisition before any payment can be made to the vendor.
2. Any exceptions must be noted so that partial payments can be
processed or defective goods can be returned.
C. Return of Merchandise
When merchandise is received which is incomplete or defective, the supervisor will return
the materials to the supplier or to the store where it was bought and make arrangements with the
vendor for replacement.
D. Make an Inventory Report of the Materials
All materials received must be listed and be reported to monitor how many materials are
already on hand, purchased or damaged.
Effective management checks are an important means of providing assurance of the
integrity and security of the benefit processes. They are also useful in identifying training needs;
indicating possible weaknesses in procedure and ensuring the section meets its accuracy target set
for Best Value Performance Indicators purposes.
Methodology
The teacher will be the assessor. Students will be randomly assigned that will: 1.) act as
Quality Checker; 2.) responsible for monitoring and coordinating the checking arrangements and; 3.)
must generate reports when receiving the equipments.

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The Quality checker will record the date of receipt, name of the materials purchased,
quantity, official receipt number, signature of the person who bought the materials and signed his
name afterwards. The Quality checker will identify if the materials are in good condition or damage
and /or needing for replacements. This will also be recorded on his report.
Feedback
Once the Quality checker has completed all the reports, the assessor will check if the Quality
Checker provides all the data needed in the report.
Example of Log Report (to be completed by the Quality checker)
Date Received O.R. # Item Name Quantity Signature
Quality
Checker
Example of Assessment of Materials Received (to be completed by the Quality checker)
Quality Checker: Date:
Item Name
Total no. in
Good Condition
Total no.
of Errors
Comments

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You are assigned to be the Quality checker for the Month of June. Make a Log Report, and
Assessment Report using the following data below. Make sure you will record all the items listed and
if they were in good condition or not. Write your answer on a sheet of paper.
1. - June 9, 2008
- 5 Hard disk, 2 128MB SDRAM memory chips
- Received from Jun Salcedo (PC chain), OR #20256
- Found out that 1 Hard disk has error need for replacement
2. - June 15, 2008
- Refill ink cartridge from STARINK Shop, OR# 5623
3. - June 20, 2008
- 10 PS/2 keyboard, 10 Optic mouse, 2 power supply
- Received from Allan Rivera (Octagon), OR#12544
- 3 defective keyboard need replacement
4. - June 28, 2008
- 2 CD-Rom drive
- Received from Jun Salcedo (PC Chain), OR#20400

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1. What is workplace procedure?
2. Give five examples of behavior that may affect the quantity of work.
3. Give five examples of behavior that may affect the quality of work.
Reference:
www.yahoo.com
www.wikipedia.com
Learning Outcome #2: Assess Own Work
1. Work performance is documented in accordance with workplace procedures.
2. Completed work is checked against workplace standards.
3. Errors are identified and corrected.

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4. In case of deviations from specific quality standards causes are documented and
reported in accordance with the workplace’s standard operating procedures.
REFERENCES:
 http://en.wikipedia.org/wiki/Customer_service
 http://en.wikipedia.org/wiki/Quality_standard
 http://www.technet.unsw.edu.au/tohss/swp.htm
 http://xnet.rrc.mb.ca/healthsafety/safeworkprocedures

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Workplace Procedure is a set of written instructions that identifies the health and safety
issues that may arise from the jobs and tasks that make up a system of work.
A safe working procedure should be written when:
 designing a new job or task
 changing a job or task
 introducing new equipment
 reviewing a procedure when problems have been identified, example from an accident or
incident investigation
The safe working procedure should identify:
 the teacher for the task or job and the students who will
undertake the task
 the tasks that are to be undertaken that pose risks
 the equipment to be used in these tasks
 the control measures that have been formulated for these tasks
 any training or qualification needed to undertake the task
 the personal protective equipment to be worn
 action to be undertaken to address safety issues that may arise
while undertaking the task
Following certain procedures is very important to perform a given
operation. The table below shows different elements and their
corresponding performance criteria to be able to identify occupational
health and safety hazards,
and assess risk, as well as follow instructions and procedure in the workplace with minimal
supervision. The students will also be capable of participating and contributing to OHS
management issues.
ELEMENT PERFORMANCE CRITERIA
1. Identify hazards and assess risk. 1.1 Identify hazards in the work area and during the
performance of workplace duties.
1.2 Assess level of risk
2. Follow procedures and strategies for 2.1 Report hazards in the work area to designated

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risk control. personnel according to workplace procedures
2.2 Follow workplace procedures and work
instructions for assessing and controlling risks
with minimal supervision.
2.3 Whenever necessary, within the scope of
responsibilities and competencies, follow
workplace procedures for dealing with hazards
and incidents, fire and/or other emergencies.
3. Contribute to OHS in the workplace. 3.1 Describe employee rights regarding consultation
on OHS matters
3.2 Raise task and/or job specific OHS issues with
appropriate people in accordance with
workplace procedures and relevant OHS
legislative requirements
3.3 Contribute to participative arrangement for OHS
management in the workplace within
organisational procedures and the scope of
responsibilities and competencies
3.4 Provide feedback to supervisor on hazards in
work area in line with organisational OHS
policies and procedures
3.5 Provide support in implementing procedures to
control risks in accordance with organisational
procedures
Work instruction may be: Verbal
Written
In English
In a community language
Provided visually eg. video, OHS signs, symbols
and other pictorial, presentation, etc.
Controlling risks in the work area may
include:
Application of the hierarchy of control, namely:
Eliminate the risk
Reduce/minimise the risk through
Engineering controls
Administrative controls
Personal protective equipment
Reports identifying workplace hazards
may be verbal or written and
may include:
Face to face
Phone messages
Notes
Memos
Specially designed report forms

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Examples of OHS issues which may
need to be raised by workers with
designated personnel may include:
Hazards identified
Problems encountered in managing risks
associated with hazards
Clarification on understanding of OHS policies
and procedures
Communication and consultation processes
Follow up on reports and feedback.
Effectiveness of risk controls in place
Training needs
Examples of contributions may include: Recommendations on changes to work processes,
equipment or practices
Listening to the ideas and opinions of others in
the team
Sharing opinions, views, knowledge and skills
Identifying and reporting risks and hazards
Using equipment according to guidelines and
operating manuals
OHS Management Issues
TYPES AND WORK-RELATED ERRORS
A. Quantity of work (untimely completion, limited production)
1. Poor prioritizing, timing, scheduling
2. Lost time
 Tardiness, absenteeism, leaving without permission
 Excessive visiting, phone use, break time, use of the Internet
 Misuse of sick leave
3. Slow response to work requests, untimely completion of assignments
4. Preventable accidents
B. Quality of work (failure to meet quality standards)
1. Inaccuracies, errors
2. Failure to meet expectations for product quality, cost or service

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3. Customer/client dissatisfaction
4. Spoilage and/or waste of materials
5. Inappropriate or poor work methods
Work Behavior Which Result in Performance Problems
A. Inappropriate behavior (often referred to as "poor attitude")
 Negativism, lack of cooperation, hostility
 Failure or refusal to follow instructions
 Unwillingness to take responsibility ("passing the buck")
 Insubordination
 Power games
B. Resistance to change
 Unwillingness, refusal or inability to update skills
 Resistance to policy, procedure, work method changes
 Lack of flexibility in response to problems
C. Inappropriate interpersonal relations
 Inappropriate communication style: over-aggressive, passive
 Impatient, inconsiderate, argumentative
 Destructive humor, sarcasm, horseplay, fighting
 Inappropriate conflict with others, customers, co-workers, supervisors
D. Inappropriate physical behavior
 Smoking, eating, drinking in inappropriate places
 Sleeping on the job
 Alcohol or drug use
 Problems with personal hygiene
 Threatening, hostile, or intimidating behavior

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I. Write QN if the statement affects the quantity of work and QL if the statement affects the quality
of work. Write your answer on the space provided before each number.
______ 1. Poor scheduling of work
______ 2. Failure to meet expectations for product quality, cost or service
______ 3. Customer/client dissatisfaction
______ 4. Preventable accidents
______ 5. Misuse of sick leave
______ 6. Tardiness
______ 7. Slow response to work requests
______ 8. Break time
______ 9. Excessive visiting
______ 10. Spoilage and/or waste of materials
II. Write TRUE if the statement is correct and FALSE if the otherwise is wrong.
__________ 1. Poor attitude results in performance problem.
__________ 2. A safe working procedure should be written when retrieving old tasks.
__________ 3. Preventable accidents may affect the quantity of work.
__________ 4. Following certain procedure is very important in performing given operation or to a
given event.
__________ 5. Safe working procedure should not identify the tasks that are to be undertaken that
pose risks.
III. What is Workplace Procedure?
____________________________________________________
____________________________________________________
____________________________________________________
Use a T-Chart to compare and contrast the activities of the student inside the classroom
against workplace procedure. Write your answer on a sheet of paper.
Similarities Difference

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Standards are sets of rules that outline specification of dimensions, design of operation,
materials and performance, or describe quality of materials, products or systems. These standards
should cover the performance expectations of the product for particular applications. The intent of
standards is to provide at least minimum quality, safety or performance specifications so as to
ensure relatively uniform products and performance, and to remove ambiguity as to the suitability
of certain commercial products for particular applications. Following standards may reduce the risk
of error in working.
Specific quality standards for:
1. Hardware
The durability of the work depends on the quality of its
component parts and the assembly skills of those who install it. If the
best-quality products or hardware are used but are installed
incorrectly, the system will be a failure.
The application of suitable hardware and products must be supported by adequate levels of
training of person who use them so that they can identify and use only appropriate products.
In judging a product or hardware, the person must consider factors such as the following:
 Is the product or hardware under consideration suitable for the application or
purpose?
 Will it be harmful to the health of the community in its normal use?
 Is there a risk of this hardware being released into the environment (e.g. the water) in
the first instance or after the working life of the product or hardware has expired?
2. Production Process
In production process, checking of quality assurance must be highly considered. Quality
assurance covers all activities from design, development, production, installation, servicing and
documentation. This introduced the rules: "fit for purpose" and "do it right the first time". It includes
the regulation of the quality of raw materials, assemblies, products and components; services
related to production; and management, production, and inspection processes.
A. FAILURE TESTING
A valuable process to perform on a whole consumer product is failure testing, the operation
of a product until it fails, often under stresses such as increasing vibration, temperature and humidity.
This exposes many unanticipated weaknesses in a product, and the data is used to drive engineering
and manufacturing process improvements.
B. STATISTICAL CONTROL
Many organizations use statistical process control to bring the organization to Six Sigma
levels of quality, in other words, so that the likelihood of an unexpected failure is confined to six
standard deviations on the normal distribution. Traditional statistical process controls in
manufacturing operations usually proceed by randomly sampling and testing a fraction of the output.
Variances of critical tolerances are continuously tracked, and manufacturing processes are corrected
before bad parts can be produced.

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C. COMPANY QUALITY
The company-wide quality approach places an
emphasis on three aspects:
1. Elements such as controls, job management,
adequate processes, performance and
integrity criteria and identification of records
2. Competence such as knowledge, skills,
experience and qualifications
3. Soft elements, such as personnel integrity,
confidence, organizational culture,
motivation, team spirit and quality
relationships.
The quality of the outputs is at risk if any
of these three aspects are deficient in any way.
D. TOTAL QUALITY CONTROL
Total Quality Control is the most necessary inspection control of all in cases where, despite
statistical quality control techniques or quality improvements implemented, sales decrease.
As the most important factor had been ignored, a few refinements had to be introduced:
1. Marketing had to carry out their work properly and define the customer’s specifications.
2. Specifications had to be defined to conform to these requirements.
3. Conformance to specifications i.e. drawings, standards and other relevant documents, were
introduced during manufacturing, planning and control.
4. Management had to confirm all operators are equal to the work imposed on them and
holidays, celebrations and disputes did not affect any of
the quality levels.
5. Inspections and tests were carried out, and all
components and materials, bought in or otherwise,
conformed to the specifications, and the measuring
equipment was accurate, this is the responsibility of the
QA/QC department.
6. Any complaints received from the customers were satisfactorily dealt with in a timely
manner.
7. Feedback from the user/customer is used to review designs.
8. Consistent data recording and assessment and documentation integrity.
9. Product and/or process change management and notification.

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To conclude, the above forms are the basis from which the philosophy of Quality Assurance
has evolved, and the achievement of quality or the “fitness-for-purpose” is “Quality Awareness”
throughout the company.
4. Final Product
Table 1.2.1 shows the Quality System Elements required by ISO 9000 in the making of the
final product.
Table 1.2.2 Quality System Elements.
Quality System
Requirements
Contents
1 Management
responsibility
Define and document commitment, policy and objec- tives,
responsibility and authority, verification resources and
personnel. Appoint a management representative and conduct
regular reviews of the system
2 Quality system Establish and maintain a documented quality system ensuring
that products conform to specified requirements
3 Contract Review Ensure that customer's contractual requirements are evaluated
and met
4 Product
development
Plan, control and verify product development to ensure that
specified requirements are met
5 Document control System for control and identification of all documents regarding
quality, e.g. procedures, instructions, and specifications
6 Purchasing Ensure that purchased products conform to specified
requirements
7 Product
identification and
traceability
System to identify and control traceability of product at all stages
from raw materials through production to the final product as
delivered to the customer
8 Process control Ensure and plan the control of production which direct- ly effects
quality by documented work instructions, monitoring and control
of processes
9 Inspection and
testing
Inspect and test incoming products, intermediate and final
product; establish product conformance to specified
requirements and identify non-conforming products; maintain
inspection and test records
10 Inspection,
measuring and test
equipment
Selection and control of equipment to ensure reliability and
accuracy in measuring data
11 Inspection and test
status
For the whole process the products shall be identified and clearly
marked concerning test status, including indication of
conformance or non-conformance
12 Control of non-
conforming products
Identification, documentation, evaluation, isolation (if possible)
and disposition of non-conforming products
13 Corrective actions Prevention of reoccurrence of failures (non-conformance)
14 Handling, storage
packaging and
Protection of the quality of the product during handling,
storage, packaging and delivery

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delivery
15 Quality records Records, including those which demonstrate that the specified
requirements have been met, shall be control- led and
maintained
16 Internal Quality
Audits
Regular, planned internal audits shall be carried out, documented
and recorded to verify the effectiveness of the quality system
17 Training Training requirements at all levels shall be identified and the
training planned, conducted and recorded
18 Cleaning and
Disinfection
Although not required by the ISO 9000 standards, these two
points should be given special attention in all food companies
19 Personal hygiene
4. Customer Service
According to Turban et al, 2002, “Customer service
is a series of activities designed to enhance the level of
customer’s satisfaction – that is, the feeling that a product
or service has met the customer’s expectation”. Its
importance varies by product, industry and customer.

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Quality Standards
I. Write T if the statement is correct and F if the otherwise.
________ 1. Standards are set of rules that describe quality of materials, product or system.
________ 2. Quality assurance does not cover all the activities from design, development, up to
documentation.
________ 3. Customer service is a series of activities designed to enhance the level of customer
satisfaction.
________ 4. Customer service is not important in the company’s customer value proposition.
________ 5. The durability of the work do not depend on the skills of those who install it.

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1. Group yourselves into six members.
2. Conduct a Simulation on: “Production Process and Customer Service”
In this activity you will be rated according to the following:
Descriptive Criteria Scoring Criteria
Excellently done 5
Very Satisfactorily done 3-4
Satisfactorily done 1-2
Unsatisfactorily done 0

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When do you say that your work is of good quality?
1. What are quality checking procedures?
2. Give the processes for quality improvement?
Reference:
www.wikipedia.com

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Module: Applying Quality Standards
Learning Outcome #3: Validate One’s Work for Quality Improvement
1. Work is carried out in accordance with process improvement procedures.
2. Performance of operation or quality of service is monitored to ensure customer
satisfaction.
REFERENCE:
 http://www.paramounthealthcare.com/body.cfm?id=65
 http://www.mcrcc.osmre.gov.ph
 http://www.standards.dfes.gov.uk
 http://www.swce.gov.uk
 http://deming.eng.clemson.edu/pub/tutorials/qctools/flowm.htm
 http://en.wikipedia.org/wiki/Quality_management
 http://www.empf.org/empfasis/aug04/prop.htm

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In technical usage, quality can have two meanings:
1. the characteristics of a product or service that bear on its ability to satisfy stated or implied
needs.
2. a product or service free of deficiencies.
The quality of a product or service refers to the perception of the degree to which the product or
service meets the customer's expectations. Quality has no specific meaning unless related to a
specific function and/or object. Quality is a perceptual, conditional and somewhat subjective
attribute.
The dimensions of quality refer to the attributes that quality achieves in Operations
Management:
Quality <-> Dependability <-> Speed <-> Flexibility <-> Cost
 Quality supports dependability
 Dependability supports Speed
 Speed supports Flexibility
 Flexibility supports Cost.
In the manufacturing industry it is commonly stated that “Quality drives productivity.”
Improved productivity is a source of greater revenues, employment opportunities and technological
advances. The best way to think about quality is in process control. If the process is under control,
inspection is not necessary. However, there is one characteristic of modern quality that is universal.
In the past, when we tried to improve quality, typically defined as producing fewer defective parts,
we did so at the expense of increased cost, increased task time, longer cycle time, etc.
Quality Management Terms:
 Quality Improvement can be distinguished from Quality Control in that
Quality Improvement is the purposeful change of a process to improve the
reliability of achieving an outcome.
 Quality Control is the ongoing effort to maintain the integrity of a process to
maintain the reliability of achieving an outcome.
 Quality Assurance is the planned or systematic actions necessary to
provide enough confidence that a product or service will satisfy the given
requirements for quality.

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Quality and Task-Completion Checking
With development teams of two or three in daily contact and frequently exchanging views
and criticisms, detailed, written quality and task-completion checking procedures may be felt to be
unnecessary. Procedures still need to be agreed and the results need to be documented. The need
to check quality and task completion applies at all stages of the development process but is
underlined especially during the prototype validation stages.
The importance of documenting checks applies whatever the size of the team and whatever the
complexity of the software. In the production of assets, this may involve checking to confirm the
following:
 that all the asset files listed in the product specification document have been produced;
 that files are correctly named;
 that files are the correct byte size or near the projected file
size (examining the file-sizes in a directory listing can be
helpful in identifying problem files which are either much
too large or much too small);
 that files are the correct resolution (screen-size and bit-
depth in the case of graphics; duration, sampling
frequency and bit-depth in the case of sound files);
 that the quality of files displaying on the target monitor or heard on target listening
equipment is acceptable.
Note that sampling is seldom a satisfactory checking method. Checking should be exhaustive,
unless for reasons of time or economy this is impossible. Usually, however, trying to economize on
checking and testing is a false economy and cutting corners here will often come back to haunt the
development team. At the end of the day, all files will need to be tested and, if at all possible, this
should be done sooner rather than at a later trial stage.
Quality Improvement Processes
Manufacturers can choose from a variety of tools to improve their quality processes. The
trick is to know which tools to use for each situation and increasing the sophistication of the tools in
the repertoire.
Easy to implement and follow up, the most commonly used and well-known quality process
is the plan/do/check/act (PDCA) cycle (Figure 1). Other processes are a takeoff of this method, much
in the way that computers today are takeoffs of the original IBM system. The PDCA cycle promotes
continuous improvement and should thus be visualized as a spiral instead of a closed circle.
Another popular quality improvement process is the six-step PROFIT model in which the
acronym stands for:
P = Problem definition.
R = Root cause identification and analysis.

26 | P a g e
O = Optimal solution based on root cause(s).
F = Finalize how the corrective action will be implemented.
I = Implement the plan.
T = Track the effectiveness of the implementation and verify that the desired results are met.
If the desired results are not met, the cycle is repeated. Both the PDCA and the PROFIT
models can be used for problem solving as well as for continuous quality improvement. In
companies that follow total quality principles, whichever model is chosen should be used
consistently in every department or function in which quality improvement teams are working.
Figure 1. The most common process for
quality improvement is the
plan/do/check/act cycle outlined above.
The cycle promotes continuous
improvement and should be thought of as
a spiral, not a circle.
Once the basic problem-solving or quality improvement process is understood, the addition
of quality tools can make the process proceed more quickly and systematically. Seven simple tools
can be used by any professional to ease the quality improvement process: flowcharts, check sheets,
Pareto diagrams, cause and effect diagrams, histograms, scatter diagrams, and control charts. (Some
books describe a graph instead of a flowchart as one of the seven tools.)
The key to successful problem resolution is the ability to identify the problem, use the
appropriate tools based on the nature of the problem, and communicate the solution quickly to
others. Inexperienced personnel might do best by starting with the Pareto chart and the cause and
effect diagram before tackling the use of the other tools. Those two tools are used most widely by
quality improvement teams.

27 | P a g e
FLOWCHARTS
Flowcharts describe a process in as much detail
as possible by graphically displaying the steps in proper
sequence. A good flowchart should show all process
steps under analysis by the quality improvement team,
identify critical process points for control, suggest areas
for further improvement, and help explain and solve a
problem.
Flowcharts can be simple, such as the one
featured in Figure 2, or they can be made up of
numerous boxes, symbols, and if/then directional steps.
In more complex versions, flowcharts indicate the
process steps in the appropriate sequence, the
conditions in those steps, and the related constraints by
using elements such as arrows, yes/no choices, or
if/then statements.
CHECK SHEETS
Check sheets help organize data by category. They show how many times each
particular value occurs, and their information is increasingly helpful as more data are
collected. More than 50 observations should be available to be charted for this tool to be
really useful. Check sheets minimize clerical work since the operator merely adds a mark to
the tally on the prepared sheet rather than writing out a figure (Figure 3). By showing the
frequency of a particular defect (e.g., in a molded part) and how often it occurs in a specific
location, check sheets help operators spot problems. The check sheet example shows a list
of molded part defects on a production line covering a week's time. One can easily see
where to set priorities based on results shown on this check sheet. Assuming the production
flow is the same on each day, the part with the largest number of defects carries the highest
priority for correction.
Figure 2. A basic production process
flowchart displays several paths a part
can travel from the time it hits the
receiving dock to final shipping.

28 | P a g e
Figure-3. Because it clearly organizes data, a check sheet is the easiest way to track information.
PARETO DIAGRAMS
The Pareto diagram is named after Vilfredo Pareto, a 19th-century Italian economist. are
caused by 20% of the potential sources.
A Pareto diagram puts data in a hierarchical
order (Figure 4), which allows the most significant
problems to be corrected first. The Pareto analysis
technique is used primarily to identify and evaluate
nonconformities, although it can summarize all types
of data. It is perhaps the diagram most often used in
management presentations.
To create a Pareto diagram, the operator collects
random data, regroups the categories in order of
frequency, and creates a bar graph based on the
results.
CAUSE AND EFFECT DIAGRAMS
The cause and effect diagram is sometimes called an Ishikawa diagram after its inventor. It is
also known as a fish bone diagram because of its shape. A cause and effect diagram describes a
relationship between variables. The undesirable outcome is shown as effect, and related causes are
shown leading to, the said effect. This popular tool has one severe limitation, however, in that users
can overlook important, complex interactions between causes. Thus, if a problem is caused by a
combination of factors, it is difficult to use this tool to depict and solve it.
Figure 4. By rearranging random data, a
Pareto diagram identifies and ranks
nonconformities in the quality process in
descending order.

29 | P a g e
Figure 5. Fish bone diagrams display the
various possible causes of the final effect.
Further analysis can prioritize them.
A fish bone diagram displays all contributing factors and their relationships to the outcome
to identify areas where data should be collected and analyzed. The major areas of potential causes
are shown as the main bones, Later, the subareas are depicted. Thorough analysis of each cause can
eliminate causes one by one, and the most probable root cause can be selected for corrective action.
Quantitative information can also be used to prioritize means for improvement, whether it be to
machine, design, or operator.
HISTOGRAMS
The histogram plots data in a frequency distribution table. What distinguishes the histogram
from a check sheet is that its data are grouped into rows so that the identity of individual values is
lost. Commonly used to present quality improvement data, histograms work best with small
amounts of data that vary considerably. When used in process capability studies, histograms can
display specification limits to show what portion of the data does not meet the specifications.
After the raw data are collected, they are grouped
in value and frequency and plotted in a graphical form
(Figure 6). A histogram's shape shows the nature of the
distribution of the data, as well as central tendency
(average) and variability. Specification limits can be used
to display the capability of the process.
Figure 6. A histogram is an easy way to see the distribution of the data,
its average, and variability.

30 | P a g e
SCATTER DIAGRAMS
A scatter diagram shows how two variables are related
and is thus used to test for cause and effect relationships. It
cannot prove that one variable causes the change in the other,
only that a relationship exists and how strong it is. In a scatter
diagram, the horizontal (x) axis represents the measurement
values of one variable, and the vertical (y) axis represents the
measurements of the second variable. Figure 7 shows part
clearance values on the x-axis and the corresponding quantitative
measurement values on the y-axis.
Figure 7. The plotted data points in a scatter diagram show the relationship
between two variables.
CONTROL CHARTS
A control chart displays statistically
determined upper and lower limits drawn on either
side of a process average. This chart shows if the
collected data are within upper and lower limits
previously determined through statistical
calculations of raw data from earlier trials (Figure 8).
Figure 8. Data points that fall outside the
upper and lower control limits leads to
investigation and correction of the process.
In preparing a control chart, the mean upper
control limit (UCL) and lower control limit (LCL) of an
approved process and its data are calculated. A
blank control chart with mean UCL and LCL with no
data points is created; data points are added as they are statistically calculated from the raw data.

31 | P a g e
I. Define the following.
1. Quality
___________________________________________________
___________________________________________________
___________________________________________________
2. Flow Chart
___________________________________________________
___________________________________________________
___________________________________________________
3. Check Sheet
___________________________________________________
___________________________________________________
___________________________________________________
4. Pareto Diagram
___________________________________________________
___________________________________________________
___________________________________________________

32 | P a g e
Provided with the needed tools, testing devices and materials in improving quality processes,
classify them using a check sheet to determine their condition.
CONDITION
Tools Good Defective
1.
2
3
Testing devices
1.
2
3
Materials
1.
2
3
ASSIGNMENT
As a Computer Hardware Servicing student, what tools are appropriate in your
industry?
Cut pictures of tools used in Computer Hardware Servicing and be able to identify their
functions.
Reference:
 Mc Laughlin, Robert, Sasser, Susan Ralston, Fix your own PC. Philippines Graphics Arts, Inc.,
Tandang Sora St., Caloocan City
 Legaspi, Carlos, Caina, Mark Anthony Operate A Personal Computer. Dasmarinas Computer
Learning Center.

33 | P a g e
ANSWER KEY 1.1.1
1. Selection of material, Testing of Material, Cost of Material
2. Good Quality, Reliable, Low Cost, Suitable for Project
3. – Match the packing slip to the items received and ensures that the materials
are destined on tour department.
- That you are receiving materials indicated on the purchase order regard with
its quantity and discount.
- That the materials are in acceptable condition.
- The terms regarding installation and/or set-up of equipment are met.
ANSWER KEY 1.2.2
I. II.
1. QN 1. TRUE
2. QL 2. FALSE
3. QL 3. TRUE
4. QN 4. TRUE
5. QN 5. FALSE
6. QN
7. QN III.
8. QN Workplace procedure is a written
9. QN instructions that identifies the health
10. QL and safety issues that may arise from
jobs and tasks.
ANSWER KEY 1.2.2
1. T
2. F
3. T
4. F
5. F
ANSWER KEY 1.3.1
1. Quality is the characteristics of a product that bear on its ability to satisfy or implied
needs.
2. Flowchart describes a process by graphically displaying the steps in proper sequence.
3. Check Sheet helps organize data by category.
4. Pareto Diagram puts data in hierarchical order which allows the most significant
problems to be corrected first.

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