estabilish quality standard.doc

TLM Development Manual
Date:September, 2017
Compiled by: Business&finance Department
Training, Teaching and Learning Materials (TTLM)
ADMAS UNIVERSITY
The Ethiopian TVET-System
ACCOUNTS AND BUDGET SERVICELEVEL IV
LearningGuide
Unit of Competence: Establishqualitystandard
Module Title: Establishingqualitystandard
LG Code: EISABS4190812
TTLM Code: EISABS4190812

LO1. Establish quality specifications for products
Defining Quality
What exactly do we mean by the word quality? Does it mean excellence? Value for money?
Conformance to specifications? Doing as well as the best in the field? Getting it right the first
time? Meeting and exceeding customer expectations? Surprising and delighting customers?
Gaining a report or certificate that recognizes your service meets particular standards?
Depending on the circumstances, quality can mean all of these things. Quality is how each one
of us defines it.
Ultimately, quality is best regarded as the sum of what an organization’s consumers,
employees, board members, funding bodies and community believe it to be. Each organization
needs to define what quality means in conjunction with its consumers and stakeholders.
What is Quality?
□ The ongoing process of building and sustaining relationships by assessing, anticipating,
and fulfilling stated and implied needs.
□ Quality is the customers' awareness of the value of the suppliers' work output.
□ A product or process that is Reliable, and that performs its intended function is said to be
a quality product.
□ Quality is nothing more or less than the awareness the customer has of you, your
products, and your services!
Quality is the level of satisfaction with the effectiveness of awarding bodies and providers of education and training,
their products and services, established through conformity with standards and the achievement of excellence
demanded and contributed to by learners and other stakeholders.
NB.
• Quality services are those that provide responsive and reliable services
that meet individuals’ needs.
• Quality is meeting the needs and expectations of the consumer.
Benefits to having a quality system
Services that have integrated a quality system into how they work can achieve better outcomes
for consumers, staff, the organization, funding bodies and the community. The benefits may be
as follows.
For people with disabilities and their families:
• they are likely to get the service they need and want and to achieve better outcomes;
• greater confidence that the service is well run;
• greater opportunities to have a say and be involved in decision making about the
service they receive; and
• more confidence in the continuity and improvement of supports over time.
• People who use our service didn’t know what they wanted or how to ask for
it. We as the service provider tended to have control. Since we have
implemented Personal Outcome Measures they are asking us for things they
want all the time. They have more control over their lives and the services
they receive.

For staff members:
• the work is less stressful and more satisfying;
• there is greater efficiency and effectiveness;
• they feel more involved and empowered in their work; and
• they have a more interesting learning environment.
For the board of management:
• confidence that the service is achieving its mission and purpose;
• develops a culture of continuous improvement; and
• provides an opportunity to express the values of the organisation and demonstrate
these to the community.
For managers:
• develops a culture of continuous improvement;
• more efficient and effective work processes. The service gets more things right the
first time;
• more time is spent on undertaking productive work rather than dealing with problems
and crisis;
• less time spent on non-productive accountability processes; and
• provides an opportunity to express the values of the organization and demonstrate
these to the community.
• Our quality system ensures that we consistently provide services at a high
standard throughout the program. It ensures that the supervisors are “out
there” in the homes and actually check what is happening. It provides
objective feedback to them and staff about what is happening. Everyone feels
more comfortable with getting feedback. It helps us to identify opportunities
for improving the services overall and at a house level.
For funding bodies:
• more confidence that service providers use funds to achieve agreed outcomes.
For the community:
• confidence that their taxes are being used to effectively assist members of the
community.
• We have grown! Our funding body is now confident that we provide a
quality service and has provided us with growth funding.
• Having a quality system has done a lot for our reputation and self-esteem as a
service. Other service providers and family members want to come and see
how we do things!
• Perth Home Care Services’ quality system has promoted a culture of
continuous improvement. There is a very strong expectation that if anything
isn’t right something will be done to fix it.
• There has been real value in having our quality system externally accredited.
It makes tender responses and applications so much easier as the purchasers
feel confident that we are a quality service.

Quality policy
Quality policy is a document jointly developed by management and quality experts to
express the quality objectives of the organization, the acceptable level of quality and the
duties of specific departments to ensure quality.
Your quality policy should:
• State a clear commitment to quality.
• Recognize customer needs and expectations.
• Be actively supported by senior management.
• List the quality objectives you want to achieve.
• Be understood by everyone in the organization.
• Be consistent with your organization's goals.
• Be maintained throughout your organization.
• Be applied throughout your organization.
Responsibility and authority
Define quality system responsibilities, give quality system personnel the authority to
carry out these responsibilities, and ensure that the interactions between these personnel
are clearly specified. And make sure all of this is well documented. This requirement must
be met for those who:
• Manage quality system work.
• Perform quality system work.
• Verify quality system work.
Resources
Identify and provide the resources that people will need to manage, perform, and verify
quality system work. Make sure that:
• Only trained personnel are assigned.
• Managers have the resources they need to verify work.
• Internal auditors have the resources they need.
Management representative
Appoint a senior executive to manage your quality system and give him or her necessary
authority. This senior executive must ensure that your quality system is developed and
implemented. This executive must:
• Monitor the performance of your quality system.
• Control the performance of your quality system.
• Report on the performance of your quality system.
• Help improve the performance of your quality system.
• Act as your organization's spokesperson on quality.

Develop a quality system and a manual that describes it. Your quality system should
ensure that your products conform to all specified requirements.
• Your quality manual should:
• State your quality policy.
• List your quality objectives.
• Provide an overview of your quality system.
• Describe the structure of your organization.
• Discuss your quality system procedures.
• Introduce your quality documents and records.
• Teach people about your quality system.
• Control quality system work practices.
• Guide the implementation of your quality system.
• Explain how your quality system will be audited.
Quality Specifications
Quality measurement tools are designed to produce accurate measures of quality that can
withstand critical scrutiny. Well-designed quality measures generate information that
cannot be called into question because of:
• Unclear definitions.
• Ambiguous procedural specifications.
• Flawed assumptions concerning connections between health care providers and the
aspects of health care being measured.
In order to ensure such a result, quality measurement tools must include clearly defined
detailed terminology or specifications that are:
Objective. The definitions of terms are quantifiable and capable of external verification.
Standardized. Definitions of data elements, data collection, and data analyses are
sufficiently precise and comprehensible that they can be understood and applied in the
same way regardless of who refers to or applies it.
Comprehensible. The terminology can be understood without specialized training or
expert knowledge.

LO2. Identify hazards and critical control points
Identifying the hazards
some factors in the workplace may increase the risk of an injury occurring. These
hazards can be identified in different ways:
• Walk through the workplace and look for potential hazards.
• Talk over risk factors with workers.
• Check through injury records to help pinpoint recurring problems.
• Regularly monitor and update risk identification.
Assessing the risks
The next step is to assess which factors are contributing to the risk of injury.
Typical risk factors include:
• Type of work - working in a fixed posture for a prolonged period of time can increase the
risk of injury.
• Layout of the workspace - a cramped or poorly designed workspace can increase the
risk of injury by forcing people to assume awkward postures, such as bending or
twisting.
• Weight of an object - a heavy load may be difficult to lift and carry and can increase the
risk of injury.
• Location of an object - heavy objects that have to be lifted awkwardly, for example
above shoulder height or from below knee level, can increase the risk of injury.
• Duration and frequency - increasing the number of times an object is handled or the
length of time for which it is handled can increase the chance of injury.
• Condition of an object - more effort may be required to manipulate badly designed or
poorly maintained equipment
• Awkward loads - loads that are difficult to grasp, slippery or an awkward shape can
increase the risk of injury.
• Handling a live person or animal - lifting or restraining a person or animal can cause
sprains and other injuries.
Reducing or eliminating the risk
After identifying workplace hazards and controlling the risks, you can do several
things to reduce the risk of manual handling injuries. These tips can help reduce
injury at home as well as at work.
Safety suggestions include:
• Change the task - does this task need to be carried out? If so, does it have to be done this
way?
____________________________________________________________________________________
• Change the object - for example, repack a heavy load into smaller parcels.
• Change the workspace - for example, use ergonomic furniture and make sure
work benches are at optimum heights to limit bending or stretching.

• Use mechanical aids - like wheelbarrows, conveyor belts, cranes or forklifts.
• Change the nature of the work - for example, offer frequent breaks or the chance to do
different tasks.
• Offer proper training - inexperienced workers are more likely to be injured.
• Protecting your back
The back is particularly vulnerable to manual handling injuries. Safety suggestions include:
• Warm up cold muscles with gentle stretches before engaging in any manual work.
• Lift and carry heavy loads correctly by keeping the load close to the body and lifting with
the thigh muscles.
• Never attempt to lift or carry loads if you think they are too heavy.
• Pushing a load (using your body weight to assist) will be less stressful on your
body than pulling a load.
• Use mechanical aids or get help to lift or carry a heavy load whenever possible.
• Organize the work area to reduce the amount of bending, twisting and
stretching required.
• Take frequent breaks.
• Cool down after heavy work with gentle, sustained stretches.
• Exercise regularly to strengthen muscles and ligaments.
• Lose any excess body fat to improve fitness.
Professional advice
Your workplace occupational health and safety coordinator can give you advice about
managing the risks associated with manual handling.
Where to get help
• Your manager or supervisor
• Your elected Health and Safety Representative and your workplace
occupational health and safety coordinator
• Your doctor
Things to remember
• Changing workplace design is an effective way to prevent manual handling injuries.
• There are organizations that can offer information and advice on modifying the
workplace or work practices.
Quality Control
Quality Control is the overall system of operational techniques and activities that are used

to fulfill requirements for quality. The QC activities are used to produce and document the
quality of the end product.
Quality Management Plan (QMP)?
A QMP is a formal plan that documents an entity's management system for the
environmental work to be performed. The QMP is an "umbrella" document which describes
the organization's quality System in terms of the organizational structure, functional
responsibilities of management and staff, lines of authority, and required interfaces with
those planning, implementing, and assessing all environmentally related activities
conducted.
Quality systemprocedures
Develop and implement quality system procedures that are consistent with your
quality policy.
• Develop your procedures for all areas of your quality system.
• Document your procedures, and keep them up to date.
• Each procedure should:
• Specify its purpose and scope.
• Describe how an activity should be carried out.
• Describe who should carry out the activity.
• Explain why the activity is important to quality.
• Describe when and where it should be carried out.
• Explain what tools and equipment should be used.
• Explain what supplies and materials should be used.
• Explain what documents and records should be kept.
• Procedures may also refer to detailed work instructions
that explain exactly how the work should be done.

LO3. Assistin planning of quality assurance procedures
What is Quality Control?
A part of quality management focused on fulfilling quality requirements.
What is Quality Assurance?
A part of quality management focused on providing confidence that quality
requirements will be fulfilled.
Other Definitions
Quality Assurance is defined as all the planned and systematic activities
implemented within the quality system that can be demonstrated to provide confidence
that a product or service will fulfill requirements for quality. Quality Control is
defined as the operational techniques and activities used to fulfill requirements for
quality.
Quality Assurance is fundamentally focused on planning and documenting those
processes to assure quality including things such as quality plans and inspection and
test plans
Quality Control on the other hand is the physical verification that the product
conforms to these planned arrangements by inspection, measurement etc
Quality Assurance is a system for evaluating performance, service, of the quality
of a product against a system, standard or specified requirement for customers.
Quality Control is the process involved within the system to ensure job
management, competence and performance during the manufacturing of the product or
service to ensure it meets the quality plan as designed.
• Quality Assurance is a system of management activities involving planning,
implementation, assessment, and reporting to make sure that the end product
(i.e., environmental data) is of the type and quality needed to meet the needs of
the user.
Quality planning
Develop quality plans that show how you intend to fulfill quality system requirements.
You are expected to develop quality plans for products, processes, projects, and customer
contracts.
• Your quality plans should list the quality objectives you intend to achieve,
and the steps you intend to take to achieve these objectives.
• When you construct your quality plan, consider the following questions:
• Do you need to purchase any new equipment or instruments, or any
new inspection and test tools?
• Do you need to carry out any special training in order to fulfill all
quality system requirements?
• Do you need to improve design, production, testing, inspection,

installation, or servicing procedures?
• Do you need to improve your quality measurement and verification
procedures?
• Do you need to develop any new measurement methods or instruments?
• Do you need to clarify your organization's standards of acceptability?
• Do you need to develop any new documents, forms, reports, records, or
manuals?
• Do you need to allocate more resources in order to achieve the
required levels of quality?
Quality management standards
Quality management system (QMS) standards establish a framework for how a business
manages its key processes. They can help whether your business offers products or
services and regardless of your size or industry. They can also help new businesses start
off on the right foot by ensuring processes meet recognized standards, clarifying business
objectives and avoiding expensive mistakes.
To comply with the standard you'll first need to implement a QMS. Implementing a QMS
can help your business to:
• achieve greater consistency in the activities involved in providing products or
services
• reduce expensive mistakes
• increase efficiency by improving use of time and resources
• improve customer satisfaction
• market your business more effectively
• exploit new market sectors and territories
• manage growth more effectively by making it easier to integrate new employees
• constantly improve your products, processes and systems
For example, the quality system of a manufacturing business might include looking
at more efficient manufacturing processes or speeding up distribution.
The ISO 9000 series of standards is the main set of International Standards applying to
the management of quality systems. It includes ISO 9001, the key internationally agreed
standard for a QMS. Businesses can be certified against this standard when they meet its
requirements.
The ISO 9001:2008 standard
ISO 9001:2008 is the key internationally agreed standard for quality management
systems. It is used by over 951,000 businesses in 175 countries worldwide The ISO
9001:2008 standard has four elements:
• management responsibility - ensuring top level management shows
commitment to the quality system and develops it according to customers' needs
and the business' objectives
• resource management - ensuring the people, infrastructure and work
environment needed to implement and improve quality systems are in place
• product realization - delivering what customers want, looking at areas such as
sales processes, design and development, purchasing, production or service
activities
• measurement, analysis and improvement - checking whether you have

satisfied customers by carrying out other measurements of your system's
effectiveness
The advantages of ISO 9001:2008 for your business can include:
• greater efficiency and less waste
• consistent control of major business processes, through key processes lists - see
our example key processes master list - Opens in a new window
• regulation of successful working practices
• risk management
• increased customer satisfaction
• greater consistency in the quality of products and services through better control of
processes
• differentiation of your business from its competitors
• increased profits
• exploitation of new markets, both in the UK and overseas
However,you should also be aware of some of the disadvantages to implementing the standard.
These can include:
• the cost of getting and keeping the certification
• the time involved
• overcoming opposition to implementing change from within the business
The standard is adaptable to your business' needs and resources,though you may need the help of a
consultant.

The ISO 9004:2009 standard
ISO 9004:2009 goes beyond ISO 9001:2008 and provides guidance on how you can continually improve
your business' quality management system. It also contains information on managing for sustained
success. This can benefit not only your customers but also:
• employees
• owners
• suppliers
• society in general
By measuring these groups' satisfaction with your business, you'll be able to assess whether you're
continuing to improve.
The ISO 9000 series, which includes 9001 and 9004, is based around eight quality management principles
that your senior managers should use as a framework for improvements to the business:
• Customer focus - they must understand and fulfill customer needs.
• Leadership - they should demonstrate strong leadership skills to increase employee
motivation.
• Involvement of people - all levels of staff should be aware of their responsibilities within
the business and the importance of providing what the customer requires.
• Process approach - identifying your essential business activities and considering each one
as part of a process.
• System approach to management - managing your processes together as a system,
leading to greater efficiency and focus. You could think of each process as a cog in a machine,
helping it to run smoothly.
• Continual improvement - this should be a permanent business objective.
• Factual approach to decision-making - senior staff should base decisions on
thorough analysis of data and information.
• Mutually beneficial supplier relationships - managers should recognize that your
business and its suppliers depend on each other.

LO4. Implement quality assurance procedures
A Standard Procedure for Quality Assurance Deviation Management What is a
Deviation?
A Deviation is a departure from standard procedures or specifications resulting in non-
conforming material and/or processes or where there have been unusual or unexplained
events which have the potential to impact on product quality, system integrity or personal
safety.
Types of Deviations:
Following are some examples of deviations raised from different functional areas of
business:
1. Production Deviation - usually raised during the manufacture of a batch
production.
2. Quality Improvement Deviation - may be raised if a potential weakness has been
identified and the implementation will require project approval.
3. Audit Deviation - raised to flag non-conformance identified during internal,
external, supplier or corporate audits.
4. Customer Service Deviation - rose to track implementation measures related to
customer complaints.
5. Technical Deviation - can be raised for validation discrepancies. For example:
changes in Manufacturing Instruction.
6. Material Complaint - rose to document any issues with regards to nonconforming,
superseded or obsolete raw materials/components, packaging or imported finished
goods.
7. System Routing Deviation - raised to track changes made to Bill of materials as a
result of an Artwork change.
When to Report Deviation:
A Deviation should be raised when there is a deviation from methods or controls
specified in manufacturing documents, material control documents, standard operating
procedure for products and confirmed out of specification results and from the occurrence
of an event and observation suggesting the existence of a real or potential quality related
problems.
A deviation should be reported if a trend is noticed that requires further investigation.
All batch production deviations (planned or unintended) covering all manufacturing
facilities, equipment’s, operations, distribution, procedures, systems and record keeping
must be reported and investigated for corrective and preventative action.
Reporting deviation is required regardless of final batch disposition. If a batch is rejected
a deviation reporting is still required.
Different Levels of Deviation Risks:
For the ease of assessing risk any deviation can be classified into one of the three levels 1,
2 & 3 based on the magnitude and seriousness of a deviation. Level 1: Critical
Deviation
Deviation from Company Standards and/or current regulatory expectations that provide
immediate and significant risk to product quality, patient safety or

data integrity or a combination/repetition of major deficiencies that indicate a critical
failure of systems Level 2: Serious Deviation
Deviation from Company Standards and/or current regulatory expectations that provide a
potentially significant risk to product quality, patient safety or data integrity or could
potentially result in significant observations from a regulatory agency or a
combination/repetition of "other" deficiencies that indicate a failure of system(s).
Level 3: Standard Deviation
Observations of a less serious or isolated nature that are not deemed Critical or Major, but
require correction or suggestions given on how to improve systems or procedures that
may be compliant but would benefit from improvement (e.g. incorrect data entry).
How to Manage Reported Deviation:
The department Manager or delegate should initiate the deviation report by using a
standard deviation form as soon as a deviation is found. Write a short description of the
fact with a title in the table on the form and notify the Quality Assurance department
within one business day to identify the investigation.
QA has to evaluate the deviation and assess the potential impact to the product quality,
validation and regulatory requirement. All completed deviation investigations are to be
approved by QA Manager or delegate. QA Manger has to justify wither the deviation is a
Critical, Serious or Standard in nature. For a deviation of either critical or serious nature
QA delegate has to arrange a Cross Functional Investigation.
For a standard type deviation a Cross functional Investigation (CFI) is not necessary.
Immediate corrective actions have to be completed before the final disposition of a batch.
Final batch disposition is the responsibility of Quality Assurance Department.
Responsibilities
It is up to each employee to help make a safe workplace for all of us. The expectation is
that each employee will treat all other employees, as well as customers and potential
customers, with self-respect and respect. You can and should expect management to care
about your safety and to provide as safe a working environment as possible by having
preventive measures in place and, if necessary, by dealing immediately with threatening
or potentially violent situations which occur.
Survey implementation
How a survey is actually carried out in the field is the quality-determining step in the overall process.
Good and strong central organization of the survey at each site will help ensure quality. Each step (i.e.
printing questionnaires, making sample lists, enrolling subjects, sending out interviewer teams,daily
supervision in the field, and so on) should be planned and reviewed carefully for quality.

1. Each site should make a central survey implementation plan and a task calendar in which the details
of the survey logistic are laid out clearly. This plan should identify how many interviewers are needed
to cover the identified sample. It should take into account nonresponse, incomplete interviews and the
survey team's presence in a location.
2. Each survey team should have a supervisor that oversees and co-ordinates the work of the
interviewers, as well as providing on-site training and support. The ideal supervisor- interviewer ratio
varies between 1:5 to 1:10 depending on the country and different locations.
3. Supervisors should set out the daily work at the beginning of the workday with the interviewers and
review the results at the end of the day. In this review interviewers will brief their supervisors about
their interviews and results. Supervisors must examine the completed interviewers to make sure that
the interviewers' selection of the respondents in the household is accurate.
4. A daily logbook should be kept to monitor the progress of the survey work in every pilot country. The
elements to be recorded are:
- the number of respondents approached, interviews completed and incomplete interviews
- response, refusaland non-contact rates
5. The study sites may conduct a pilot survey at the beginning of the survey period, which should last
one or two days. The pilot should be used as a rehearsal for the main survey. The pilot period should
be evaluated critically and discussed with the project's consultants who will stay after the 3-day
training to support countries in conducting this pilot test. After these days of consultations with the
project's consultants, the main study should start.
6. Printing and practical collation of questionnaires (e.g. color coding the two different questionnaire
versions) is helpful. All sites should send to ESCAP a copy of the printed documents.
7. Response rates should be monitored continuously and each center should employ a combination of
various strategies to increase participation in the survey and reduce nonresponse.
8. Call backs: survey teams should attempt up to three call backs. The average number of these callbacks
depends on the response rate and each center should examine the gain in each additional callback and
consult with project's consultants regarding the sufficient number for that particular country.

LO5.Monitor quality of work outcome
Quality improvement
If any changes to business processes and procedures can be made to improve the
reliability or assurance of safety then it is important to make those changes for future
events. Quality improvement processes ensure that process changes are documented and
systematically communicated to all employees.
The following examples show how quality management principles can be used to cement
good safety practices into event business practices.
Review of manufacturers’ and suppliers’ safety
documentation (quality assurance)
External documentation such as manufacturers’ and suppliers’ operations manuals and
material safety data sheets can be assessed for currency and compliance by the Event
Manager and OHS Officer in conjunction with the manufacturer and/or supplier every two
years.
The OHS Officer will be responsible for ensuring that manufacturers and suppliers supply
updated manuals and material safety data sheets in a timely manner. These documents
will then be stored according to legislative requirements.
Outdated copies of manuals and material safety data sheets will be removed from the
relevant areas and destroyed. The original outdated manual or material safety data sheet
will be archived.
Internal safe work practice documents (quality control)
All internal operational procedure documents will be monitored for currency and
relevance on a regular basis during the event operations and reviewed biannually and/or
when required due to operational or technological changes. The monitoring and review
process is to be conducted by the relevant Area Managers and their employees using the
event’s designated consultation procedure

The job safety analysis document and observation is to be used as part of the monitoring
process. These two strategies combined will determine whether all employees are
following the safe work procedures outlined in the job safety statement (JSA) and if the
JSA content is relevant and current.
If it is identified that safety procedures are not being followed then reasons why they are
not being followed need to be explored through consultation. The reasons could be that:
• Elements within the safety procedure are not appropriate (eg incorrect or ill-fitting
personal protective equipment).
• A new hazard has been identified that needs to be controlled.
• Staff have not been fully informed of the correct procedure.
These issues need to be addressed and corrected, and modifications made to the safety
document where needed. If new hazards are identified then the hazard must be assessed
according to the risk management process. If it is a matter of just changing the type of
personal protective equipment then the safety document can just be amended.
Reviewing (quality improvement)
The job safety analysis document, records of observations and the events safety audit
form will be used as part of the review process. The review process will look at issues
such as:
• hazards and risks have been identified according to safety standards
• advances in technology
• changes in operational requirements
• skill and knowledge requirements
• options for risk treatment.
These issues oftenchange the content and safety requirements of documents resulting in
new hazards identified and therefore new control measures required. The Event Manager
is responsible for ensuring that any required changes to internal documents are made to
ensure that all OHS requirements

are maintained. Internal documents that are changed will be renamed as the next version and the
original document archived. Any changes required will be reported to the Area Managers at the
next operations meeting. Each manager is responsible for consulting with their employees about
the changes.
QUALITY AT WORK
"Do to others as you would have them do to you"
Have you realized the importance of Quality in your daily life?
Imagine the scooter/car you bought yesterday refuses to start today.
In every situation you must have chosen the "quality" brand with faith. You choose quality in
every walk of your life. Without Quality in each service you are receiving everyday you feel
miserable. We demand quality. Quality is important for YOU. So is for EVERYONE. When we
demand quality we have the duty to deliver quality also. As a member of society continuously
motivated for a "QUALITY" life we also do our part unconsciously. Imagine the satisfaction you
gain by giving proper directions to a lost person. You have given a quality service. We derive
tremendous satisfaction out of doing a good turn or quality wor k at any moment. Greater will be
our satisfaction if we extend this "Quality" aspect into each moment of our life.
Quality is more important than we realize. Quality makes life what it is.
We as professionals in software are responsible for the quality of our products. Imagine yourself
typing a 5 page document and the application crashes without saving your work. Imagine as a
data entry operator after entering 50 fields losing the data by pressing a wrong key. What it does
to you? The faith placed in the product is shaken and you will be pretty scared to repeat the job
despite many reassurances. Faith once lost cannot be regained. As a software developer it may be
a mere bug to you. But to the user it is more than that. The quality of software depends on
putting quality at each stage of software development cycle.
Quality is not someone’s responsibility. It is everyone’s responsibility. A wrongly connected
transistor in 250 W music system can make it DUMB. A loosely fitted nut in a scooter can smash
the scooter. Quality at every stage of product development is essential for delivering a Quality
Product.
Think Quality, Write Quality Code, deliver Quality product.
Quality belongs to none. Quality cannot be qualified or quantified. You have done some work.
There will always be a better way to do it. Quality is the BEST you can do. Imagine a painter -
he is never satisfied with his work. Every time he looks at the painting he will feel like adding
one line here and another there. He ponders, He wonders, He beautifies his creation. If we at our
professional arts of conceptualization design, coding, testing look at our work with such an
artistic eye Quality will be come naturally into our products. Continuous improvements, zeal
for perfection are needed to build QUALITY AT WORK. TOGETHER we can
MAKE it.

LO6. Participate in maintaining and improving quality at work
Principles
Individually and together community service organizations work toward:
• Availability and delivery of high quality services that is responsive to community needs
• Strong, inclusive communities that connect and support people
• Changes in policy and systems that result in more equity in the opportunities, resources and
quality of life available to people
• Continuous improvement of practice, management and governance in organizations.
Principles that support good practice in community service organizations: Respect for individuals
- valuing the dignity of individuals and respecting differences between them.
Equity in access - promoting and enabling access to services on the basis of need, irrespective of race,
cultural background, language, ability, financial means, religion or sexuality.
Participation - encouraging participation and involvement of clients in decision-making about services
they receive and in the wider community. Empowerment - building the capacity of people to exercise
choice, gain access to resources and achieve change in their situation.
Fairness and social responsibility - promoting equality of opportunity, rights and access to social and
economic wellbeing.
Recognizing cultural diversity - respecting and being sensitive to people from other cultural and
linguistic backgrounds and their community ties.
Respect for original culture and heritage - respecting the culture, history and the importance of
kinship and land to Aboriginal and Torres Strait Islander peoples.
Privacy and confidentiality - respecting and upholding rights to privacy and confidentiality in all
aspects of practice and management.
Quality of work environment - providing a safe, productive and comfortable environment for staff and
volunteers to work in.
Partnerships and collaboration - recognizing that working with others with similar goals will assist
individual organizations achieve their goals.
Quality and integrity of outcomes - being strategic, professional, transparent and
showing leadership in practice, management and governance.
Effective and strategic management
Effective and inclusive management structures and processes support the organization’s capacity to
achieve its goals and directions. Features of good practice
• Management structures are well-defined and their effectiveness is monitored and actively considered.
• Managers and staff in the organization are aware of their roles and responsibilities.
• Levels of decision-making, reporting arrangements and delegations are clear.

• Management structures and systems facilitate high productivity and efficiency of
managers and staff in their work.
• Decision-making takes account of staff views and needs.
• Managers and staff seek and take account of the views of external stakeholders
in strategic decisions.
• There are documented policies and procedures that guide decision-making which are
consistently followed across the organization.
• Policies are regularly reviewed, updated and revised to ensure their relevance and usefulness.
Management and staff work together to encourage diversity and respect for
difference through policy and practice. Diversity awareness is encouraged
through training and other development activities.
Accountability
The organization effectively meets its multiple accountabilities to
clients, members, the community and stakeholders.
Features of good practice
• The organization is aware of the range of stakeholders it is accountable to and can describe
the processes it uses to ensure different accountabilities. (This can include clients,
community groups, members of the organization, other community organizations, funding
bodies, donors and sponsors).
• Information about the strategic directions and performance of the organization is publicly
available.
• The organization uses a range of methods to communicate its work to those it serves
(clients, members, organizations and communities).
• Clients and community groups have opportunities to influence the organization’s goals and
philosophy and their participation in this is encouraged.
• The service is open to external scrutiny and provides opportunities for key stakeholders to
provide feedback or contribute their views on issues.
• Financial and performance reporting requirements of funding agencies are met in a timely
way.
• Policies in the organization reflect compliance with all relevant legislation.
• The organization has risk management systems in place.
Planning, evaluation and quality improvement
Planning
Strategic and operational planning processes provide direction in the organization, inform decision-
making and provide a basis for monitoring performance in service activity and management.
• The organization has a cyclical strategic planning process in place that is current and
understood by staff and members of the governing body.
• The strategic plan identifies goals and priorities for the organization that are recognized and
have meaning across the organization.
• Processes to develop and review the plan are participatory and involve management and
staff across the organization.

• Planning is informed by information from a range of sources including client and
community feedback, research, contemporary thinking about practice, evaluation,
demographic and service data and ongoing monitoring of work.
• Community needs are reassessed in determining priorities and service responses.
• Planning informs the way resources are allocated in the organization and the plan is
realistic in relation to available resources.
• The plan identifies milestones or performance measures to monitor progress and
performance in identified priority areas.
• The strategic plan is used across the organization to inform operational planning and
work plans of staff groups.
Evaluation
Evaluation is actively used to inform service improvement and
development of the organization.
• Evaluation is regular and ongoing and a range of evaluation methods and processes are used
by the organization (formal/ informal).
• Evaluation is concerned with client and community outcomes as well as practice,
processes and management. Methods used allow for unanticipated outcomes to be
explored.
• Processes include structured opportunities for feedback from clients, staff and
external stakeholders.
• Methods used to seek information and views respect confidentiality, are non-
threatening and appropriate to the different target audiences.
• Evaluation is planned and built in at the front end of new programs and services.
• Staffs participate in critical reflection and continuous learning through a range of
processes such as team meetings, planning days, supervision and debriefing.
• Management encourages evaluation and learning by recognizing that time spent on
this is important.
• Evaluation findings are actively considered and result in changes to practice, when
indicated.
• Evaluation processes are explicit and transparent. Results are shared with those
involved and used in reports on the organization’s work (annual reports, reports to
funding bodies, etc.).
Research
Research is utilized to plan, develop and deliver credible and
effective services.
• The governing body and manager’s value research as a tool for learning and service
improvement.
• There is evidence that research plays an active part in practice and review of
services.

• The organization has identified and trained staff in research methods, or has other
strategies in place to draw on research expertise when needed.
• The organization uses a range of qualitative and quantitative methods that are
relevant, ethical, contemporary and useful.
• Research is planned, documented and the outcomes are shared across the organization.
• Research design and methods have a well-developed theoretical base.
• Where appropriate, research methods aim to facilitate participation and
influence in decision-making by staff, clients, community members and other
stakeholders.
• Management and staff have strategies in place to keep abreast of research relevant
to the organization’s work, and there is scope for this knowledge to influence
practice within the service.
Quality improvement
A culture of continuous quality improvement is evident in all
aspects of the organization’s work.
• Processes that support quality improvement are explicit, inclusive, active and
ongoing. People in the organization are able to identify, initiate and participate
in these processes.
• Critical reflection, learning and initiative are valued by management and are evident
in the way people approach their work.
• Staff and volunteers are open to and encouraged to initiate new ways of doing
things.
• Innovation and quality improvement processes are based on finding better ways to
meet client needs or address community issues.
• All staff accepts responsibility for quality and learning in the work of the
organization.
• Staffs are aware of how they go about having new ideas taken up by management
and the governing body.
• Processes that support quality are linked to ongoing planning, review and evaluation
of the organization’s work.

L07. Report problems that affect quality
Management commitment
Effective risk management starts with a commitment to health and safety from those who
operate and manage the business or undertaking. You also need the involvement and
cooperation of your workers, and if you show your workers that you are serious about health and
safety they are more likely to follow your lead.
To demonstrate your commitment, you should:
• get involved in health and safety issues
• invest time and money in health and safety
• ensure health and safety responsibilities are clearly understood.
A step-by-step process
A safe and healthy workplace does not happen by chance or guesswork. You have to think about
what could go wrong at your workplace and what the consequences could be. Then you must do
whatever you can (in other words, whatever is ‘reasonably practicable’) to eliminate or
minimize health and safety risks arising from your business or undertaking.
This process is known as riskmanagementand involves the four steps set out in this Code :
• identify hazards - find out what could cause harm
• assess risks if necessary - understand the nature of the harm that could be caused by the
hazard, how serious the harm could be and the likelihood of it happening
• control risks - implement the most effective control measure that is reasonably
practicable in the circumstances
• review control measures to ensure they are working as planned.
HOW TO IDENTIFY HAZARDS
Identifying hazards in the workplace involves finding things and situations that could
potentially cause harm to people. Hazards generally arise from the following aspects of work
and their interaction:
• physical work environment
• equipment, materials and substances used
• work tasks and how they are performed
• work design and
management HOW TO
ASSESS RISKS
A risk assessment involves considering what could happen if someone is exposed to a hazard
and the likelihood of it happening. A risk assessment can help you determine:
• how severe a risk is
• whether any existing control measures are effective
• what action you should take to control the risk
• how urgently the action needs to be taken.
A risk assessment can be undertaken with varying degrees of detail depending on the type of
hazards and the information, data and resources that you have available. It can be as simple as a
discussion with your workers or involve specific risk analysis tools and techniques

5S
JAPANESE
WORD
ENGLISH TERM ACTION EFFECTS
1S SEIRI SORT
Identify and eliminate all
unnecessary items.
ACTIONS
2S SEITON
Set in Order/
SYSTEMATIZE
Arrange necessary items in good
order and easy access.
3S SEISO SWEEP
Clean your workplace thoroughly.
4S SEIKETSU STANDARDIZE
Maintain high standards of
housekeeping and workplace
organization at all times.
CULTURE
5S SHITSUKE
SUSTAIN/SELF
DISCIPLINE
Create a culture wherein all
members practice the above 4S as a
way of life.
HABIT
recommended by safety professionals HOW TO CONTROL RISKS
control measures and their involvement will increase the level of acceptance of any changes that
may be needed to the way they do their job.
HOW TO REVIEW CONTROLS
The control measures that you put in place should be reviewed regularly to make sure they work
as planned. Don’t wait until something goes wrong.
There are certain situations where you must review your control measures under the WHS
Regulations and, if necessary, revise them. A review is required:
• when the control measure is not effective in controlling the risk
• before a change at the workplace that is likely to give rise to a new or different health and
safety risk that the control measure may not effectively control
• if a new hazard or risk is identified
• if the results of consultation indicate that a review is
necessary
• if a health and safety representative requests a review.
5S in the Workplace
The Road to Productivity...
OBJECTIVES
• Describe 5S and the benefits from 5S.
• Know the process and procedures in 5S.
• Know how to implement 5S in their work stations
• Champion the 5S Culture.
WHAT IS 5S?
5S means good housekeeping and workplace organization
• It is a concerted company-wide effort to maintain the workplace clean, orderly and well-
organized.

Efficiency
Effectiveness
Excellence
Practicing 5S brings benefit not only to the institution but also to the people who practice it.
• 5S makes your workplace more pleasant.
• 5S makes you work more efficiently.
• 5S improves your safety.
• Perform 5S at all times to result into 2S and will develop 3E to the workplace.
5S = 2S = 3E
Seri Safety
Seiton Savings
Seiso
Seiketsu Shitsuke WHAT CAN
YOU GAIN FROM 5S?
WHAT CAN An INSTITUTION & ORGANIZATION GAIN FROM 5S?
P 5S increases PRODUCTIVITY.
Q 5S improves QUALITY.
C 5S reduces COST.
D 5S makes DELIVERY on time.
S 5S improves SAFETY.
M 5S improves MORALE.
WHY 5S BRINGS SUCH BENEFITS
• 5S improves CREATIVITY of people.
• 5S improves COMMUNICATION among people.
• 5S improves HUMAN RELATIONS among people.
• 5S improves TEAMWORK among people.
• 5S improves FRIENDSHIP among people.
• 5S gives ENERGY to people.
The 5Ss
5S is based on Japanese words that begin with the letter ‘S’. The term "5S” references the five
elements of this system: Sort, Set in Order, Shine, Standardize and Sustain.
Sort (Seiri) - This first step is where removing all unnecessary items from the workplace is the
focus. The most common and effective way of doing this is to attach 5S Red Tags to items no
longer thought to be needed. Questions to be asked during the red tag event are is this needed, if
it is needed, is this quantity necessary, if it is needed, does it need to be stored here? Everything
that's tagged is moved to a designated Red Tag area where someone with decision making
authority dispositions the material. the great benefit of an effective red tag Sort event is that it
frees up space, improves workflow, saves money by finding missing tools and equipment and
helps to create a safer work environment.
Set in Order (Seiton) - The second step of the 5S process focuses on efficient storage and
location methods. In simplest terms "a place for everything and everything in its

Compiled by: ICT Department
place”.Questionsto be askedinthisphase:
1. What is needed to get the job done?
2. Where should it be located?
3. How many do I truly need?
To effectively set things in order you can use marking tape, labeling systems, bins, magnets,
pouches, trash barrels, brooms, peg boards, clips, hangers and signs. The result of this process
makes for a much more organized workplace where folks know exactly where to find what they
need thus saving time and being more productive.
Shine (Seiso) - The third step focuses on cleaning up the place now that all the clutter and junk
has been removed. Obviously one benefit of this step is to make the workplace cleaner and
brighter where everyone will enjoy working. Another purpose is to keep everything working
properly, so that it’s ready to be used when needed. Cleaning needs to become part of daily work
habits which allows tools, equipment and work areas ready for use. The benefits of a clean work
environment are improved morale, defects become more obvious, improves safety by removing
dust, oil and dirt and increases machine maintenance as daily inspections increase. On the last
point, inspection occurs as a result of cleaning. One can’t help but inspect equipment or an area
that they’re cleaning.
Standardize (Seiketsu) - By implementing the fourth step of 5S, Standardize, we make sure
that the first three steps are maintained. By implementing standardization, we ensure that
ineffective conditions of the past don't resurface. one common solution for standardizing the
process is to develop a solid 5S Audit program where expectations and responsibilities are made
clear.
Sustain (Sustain) - The fifth step in the 5S journey is considered by many to be the most
difficult. This is the step required to make the other four steps part of your company culture of
continuous improvement.
5S in WORK STATIONS
VISIBLE RESULTS:
Decrease in the number of accidents and
close calls Proper storage improved
productivity
Greater people involvement in
improvement activities Better use of floor space
Early detection of problems High product quality
Decreases delay Low employee turnover Low
machine breakdown rates Detection system Zero
breakdown INVISIBLE RESULTS:
Happier employees with high morale. Happier cust

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