Quality Control Learning Guide

Learning Guide
Applying Quality Control
LO1: Assess own work

LO1- Assess own work
This learning guide is developed to provide you the necessary information regarding the
Following content coverage and topics –
 Standards against workplace being undertaken.

 Understand the work activities and completed work process activity
 Isolate Company products policies and procedures.
 Identified causes in accordance with workplace procedures
This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to –
 Check completed work against workplace standards relevant to the

operations being undertaken.
 Demonstrate an understanding on how the work activities and completed work
relate to the next process and to the final appearance of the activity.
 Identify and isolate faulty pieces or final products in accordance with company
policies and procedures.
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 Record and report faults and any identified causes in accordance with workplace
procedures.
.
Learning Activities
1. Read the specific objectives of this Learning Guide.

2. Read the information written in the “Information Sheet 1”.
3. Accomplish the “Self-check 1” in page 9.
4. Submit your accomplished Self-check 1. This will form part of your training
portfolio.
portfolio
8. If you earned a satisfactory evaluation proceed to LAP Test.
However, if your rating is unsatisfactory, see your teacher for further instructions.
9. Do the “LAP test” in page 22 (if you are ready) and show your output to your
teacher.
*Your teacher will evaluate your output either satisfactory or unsatisfactory. If

unsatisfactory, your teacher shall advice you on additional work. But if satisfactory you
can proceed to the next topic.
Standards against workplace being

Information Sheet – 1 undertaken.
Apply quality standards and procedures

Quality Assurance and Quality Control in general
What is Quality?
 The ongoing process of building and sustaining relationships by assessing,

anticipating, and fulfilling stated and implied needs.
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 Quality is the customers' perception 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 perception the customer has of you, your
products, and your services!
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.
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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.
Quality system
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 Assurance
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 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
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interfaces with those planning, implementing, and assessing all environmentally related
activities conducted.
Quality system procedures
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.
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 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?
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 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 (source:
British Standards Institution (BSI), 2010).
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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
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 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 recognise that your
business and its suppliers depend on each other.
Self Check 1 Written Test
Name:____________________ Date:_________________
Instruction: Answer all the questions listed below, if you have some clarifications- feel
free to ask your eacher.
Activity 1: Determine client requirements
1. What is the difference between Quality Assurance (QA) and Quality Control (QC)?
2. What is a Quality Management Plan (QMP)?
3. How often does an organization prepare a QMP?
4. What is a Quality Assurance Project Plan (QAPP)?
5. If an organization has an approved QMP, do they still need to prepare a QAPP?
6. Think of something that you consider being quality and discussing.
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Understand the work activities and completed
Information Sheet – 2 work process
Processes to sharpen your project management skills

Small projects don’t necessarily require much knowledge of project management or much
project management discipline. But as a project gets larger, formal processes and techniques
become essential. Different project management methodologies organize and structure these
processes in various ways, but we’re going to focus on 10 basic areas:
1. Define the project

2. Plan the work
3. Manage the work plan
4. Manage issues
5. Manage scope
6. Manage risks
7. Manage communication
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8. Manage documentation
9. Manage quality
10. Manage metrics
1. Define the project
As the project manager, you must make sure that the work is properly understood and
agreed to by the project sponsor and key stakeholders before the project work begins.
You’ll work with the sponsor and stakeholders to ensure that the project team and the
client have common perceptions of what the project will deliver, when it will be
complete, what it will cost, who will do the work, how the work will be completed, and
what the benefits will be.
2. Plan the work
In this stage, you determine how the work will be completed. This involves building the
Project Work plan. You’ll take different approaches according to the size of the project.
For example, the work plan for small projects can be built using a project management
package like Microsoft Project, a
3. Manage the work plan
At this point, you’ve finished defining the project and planning the work. The major
deliverables in place are the Project Definition and Project Work plan. You’ll never be a
successful project manager if you don’t keep the work plan up to date. Remember, the
work plan is only a deliverable. It describes the work that needs to occur, the order of
the work, how much effort is required, and who is assigned, but it represents only your
best guess as to how to complete the remaining work at any particular point in the
project.
4. Manage issues
An “issue” arises when a problem will hinder the progress of the project and can’t be
resolved by the project manager and project team without outside help. If a major
problem emerges, you have no choice but to resolve it. The only question is whether
you’ll actively apply issues management to the situation or struggle through uncertainty
about how the issue should be resolved.
5. Manage scope
Scope describes the boundaries of the project and defines what the project will deliver,
what data is needed, and which organizations are affected. Given a set of resources and
time, an infinite number of things can be delivered.
6. Manage risk
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Risk refers to future conditions or circumstances that exist outside the control of the
project team and that will have an adverse impact on the project if they occur. In other
words, whereas an issue is a current problem that must be dealt with, a risk is a
potential problem. Reactive project managers resolve issues when they arise. Proactive
project managers try to identify and resolve potential problems before they occur. This
is the science and art of risk management.
7. Manage communication
Properly communicating on a project is critical for managing the clients and the
shareholders. If they’re not kept well informed of the project progress, there is a much
greater chance of problems and difficulties due to differing expectation levels.
8. Manage documents
Project managers on smaller projects don’t need to give as much thought to managing
documentation. As projects get larger, the documentation definitively needs to be
actively managed. Problems at their simplest include documentation that gets lost or is
hard to find and work that ends up being duplicated. At its worst, document versions
get out of order, document updates get over-posted and lost, and confusion and
uncertainty reign.
9. Manage quality
Quality is represented by how close the project and deliverables come to meeting the
client’s requirements and expectations. In other words, quality is ultimately measured
by the client.
10. Manage metrics
Gathering metrics on a project is the most sophisticated project management process and can
be the hardest. Because metrics can be difficult to define and collect, they’re usually ignored or
handled poorly. All projects should be gathering basic metric information regarding cost, effort,
and cycle time.
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Name: ____________________ Date: _________________
free to ask your teacher.
1. What are the 10 Processes to sharpen your project management skills?
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Isolate Company products policies and
Information Sheet – 3
procedures
Basics concepts of strategic management
Strategic management is the set of managerial decision and action that

determines the long-run performance of a corporation. It includes environmental
scanning (both external and internal), strategy formulation (strategic or long range
planning), strategy implementation, and evaluation and control. The study of strategic
management therefore emphasizes the monitoring and evaluating of external
opportunities and threats in lights of a corporation’s strengths and weaknesses.
Strategic management has now evolved to the point that it is primary value is to help
the organization operate successfully in dynamic, complex environment. To be
competitive in dynamic environment, corporations have to become less bureaucratic
and more flexible.
Basic model of strategic management

Strategic management consists of four basic elements
1. Environmental scanning
2. Strategy Formulation
3. Strategy Implementation and
4. Evaluation and control
Management scans both the external environment for opportunities and threats and the
internal environmental for strengths and weakness. The following factors that are most
important to the corporation’s future are called strategic factors: strengths, weakness,
opportunities and threats (SWOT)
Strategy Formulation
Strategy formulation is the development of long-range plans for they effective
management of environmental opportunities and threats, taking into consideration
corporate strengths and weakness. It includes defining the corporate mission,
specifying achievable objectives, developing strategies and setting policy guidelines.
Mission
An organization’s mission is its purpose, or the reason for its existence. It states
what it is providing to society .A well conceived mission statement defines the
fundamental , unique purpose that sets a company apart from other firms of its types
and identifies the scope of the company ‘s operation in terms of products offered and
markets served
Strategies
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A strategy of a corporation is a comprehensive master plan stating how
corporation will achieve its mission and its objectives. It maximizes competitive
advantage and minimizes competitive disadvantage. The typical business firm usually
considers three types of strategy: corporate, business and functional.
Policies
A policy is a broad guideline for decision making that links the formulation of
strategy with its implementation. Companies use policies to make sure that the
employees throughout the firm make decisions and take actions that support the
corporation’s mission, its objectives and its strategies.
Strategic decision making

Strategic deals with the long-run future of the entire organization and have three
characteristic
1. Rare- Strategic decisions are unusual and typically have no precedent to follow.
2. Consequential-Strategic decisions commit substantial resources and demand a great
deal of commitment
3. Directive- strategic decisions set precedents for lesser decisions and future actions
throughout the organization.
Making better strategic decisions

The book proposes that in most situations the planning mode, which includes the
basic elements of strategic management process, is a more rational and thus better way
of making strategic decisions.
Following eight-step strategic decision-making process is proposed
1. Evaluate current performance results
2. Review corporate governance
3. Scan the external environment
4. Analyze strategic factors (SWOT)
5. Generate, evaluate and select the best alternative strategy
6. Implement selected strategies
7. Evaluate implemented strategies
Role of strategic management

The role of board of directors is to carry out three basic tasks
1. Monitor
2. Evaluate and influence
3. Initiate and determine
Environmental scanning
Environmental scanning is the monitoring, evaluating and disseminating of information
from the external and internal environments to keep people within the corporation. It is
a tool that a corporation uses to avoid strategic surprise and to ensure long-term
health.
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Scanning of external environmental variables
The social environment includes general forces that do not directly touch on the
short-run activities of the organization but those can, and often do, influence its long-
run decisions. These forces are
• Economic forces
• Technological forces
• Political-legal forces
• Sociocultural forces
Scanning of social environment
The social environment contains many possible strategic factors. The number of
factors becomes enormous when one realize that each country in the world can be
represented by its own unique set of societal forces, some of which are very similar to
neighboring countries and some of which are very different.
Monitoring of social trends

Large corporations categorized the social environment in any one geographic
region into four areas and focus their scanning in each area on trends with corporate-
wide relevance. Trends in any area may be very important to the firms in other
industries.
Trends in economic part of societal environment can have an obvious impact on
business activity. Changes in the technological part of the societal environment have a
significant impact on business firms. Demographic trends are part of sociocultural
aspects of the societal environment.
International society consideration

For each countries or group of countries in which a company operates,
management must face a whole new societal environment having different economic,
technological, political-legal, and Sociocultural variables. This is especially an issue for
a multinational corporation, a company having significant manufacturing and marketing
operations in multiple countries. International society environments vary so widely that
a corporation’s internal environment and strategic
Scanning of the task environment

A corporation’s scanning of the environment should include analysis of all the relevant
elements in the task environment. These analyses take the form of individual reports
written by various people in different parts of the firms. These and other reports are
then summarized and transmitted up the corporate hierarchy for top management to
use in strategic decision making. If a new development reported regarding a particular
product category, top management may then sent memos to people throughout the
organization to watch for and reports on development in related product areas. The
many reports resulting from these scanning efforts when boiled down to their essential,
act as a detailed list of external strategic factors.
Identification of external strategic factors:
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One way to identify and analyze developments in the external environment is to
use the issues priority matrix as follows.
1. Identify a number of likely trends emerging in the societal and task environment.
These are strategic environmental issues: Those important trends that, if they
happen, will determine what various industries will look like.
2. Assess the probability of these trends actually occurring.
3. Attempt to ascertain the likely impact of each of these trends of these corporations.
Industry analysis: Analyzing the task environment

Basic competitive forces determine the intensity level. The stronger each of these
forces is, the more companies are limited in their ability to raise prices and earned
greater profits.
Development of policies:
The selection of the best strategic alternative is not the end of the strategy
formulation. Management now must established policies that define the ground rule for
implementation. Flowing from the selected strategy, policies provide the guidance for
decision making an action throughout the organization. Policies tend to be rather long
lived and can even outlast the particular strategy that created them.
Strategy implementation: Organizing for action

Strategy implementation is the sum total of the activities and choices required for
the execution of strategic plan by which strategies and policies are put into action
through the development of programs , budgets and procedures. Although
implementation is usually considered after strategy has been formulated,
implementation is a key part of strategic management. Thus strategy formulation and
strategy implementation are the two sides of same coin.
Implementing strategy
Depending on how the corporation is organized those who implements strategy
will probably be a much more divorced group of people than those who formulate it.
Most of the people in the organization who are crucial to successful strategy
implementation probably had little to do with the development of corporate and even
business strategy. Therefore they might be entirely ignorant of vast amount of data and
work into formulation process. This is one reason why involving middle managers in the
formulation as well as in the implementation of strategy tends to result in better
organizational performance.
Developing programs, budgets and procedures

The managers of divisions and functional areas worked with their fellow
managers to develop programs, budgets and procedures for implementation of strategy.
They also work to achieve synergy among the divisions and functional areas in order to
establish and maintain a company’s distinctive competence.
Programs
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A program is a statement of the activities or steps needed to accomplish a single
use plan. The purpose of program is to make a strategy action oriented.
Budgets
A budget is a statement of corporation’s program in monitory terms. After
programs are developed, the budget process begins. Planning a budget is the last real
check a corporation has on the feasibility of its selected strategy. An ideal strategy
might found to be completely impractical only after specific implementation programs
are coasted in detail.
Procedures
Procedures are system of sequential steps or techniques that describe in detail how a
particular task or job is to be done.
Name:____________________ Date:_________________
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1. What are the four basic elements Strategic management tools?

2. What are Mission, Strategies, and Policies?
3. What are the three roles of strategic management?
4. What are the four external environmental variables?
Identified causes in accordance with

Operation Sheet 4
workplace procedures
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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.
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 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.
Why are workplace inspections important?
Workplace inspections help prevent injuries and illnesses. Through critical examination
of the workplace, inspections identify and record hazards for corrective action. Joint
occupational health and safety committees can help plan, conduct, report and monitor
inspections. Regular workplace inspections are an important part of the overall
occupational health and safety program.
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What is the purpose of inspections?
As an essential part of a health and safety program, workplaces should be inspected.

Inspections are important as they allow you to:
 listen to the concerns of workers and supervisors

 gain further understanding of jobs and tasks
 identify existing and potential hazards
 determine underlying causes of hazards
 monitor hazard controls (personal protective equipment, engineering controls,
policies, procedures)
 recommend corrective action
Workplace Elements
Look at all workplace elements - the environment, the equipment and the process. The
environment includes such hazards as noise, vibration, lighting, temperature, and
ventilation. Equipment includes materials, tools and apparatus for producing a product
or a service. The process involves how the worker interacts with the other elements in a
series of tasks or operations.
Summary of Inspection Information Requirements

 Basic layout plans showing equipment and materials used
 Process flow
 Information on chemicals
 Storage areas
 Work force size, shifts and supervision
 Workplace rules and regulations
 Job procedures and safe work practices
 Manufacturer's specifications
 Personal Protective Equipment (PPE)
 Emergency procedures - fire, first aid and rescue
 Accident and investigation reports
 Maintenance reports, procedures and schedules
 Monitoring reports (levels of chemicals, physical or biological hazards)
 Reports of unusual operating conditions
 Names of inspection team members and any technical experts assisting
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Name:____________________ Date:_________________
1. What are the factors contributing to the risk of injury?

2. From where did you get help?
3. What is the purpose of inspections?
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Practical Demonstration
Lap Test
Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________
Instructions: You are required to perform the following individually with the presence
of your teacher.
Activity 1:
 Think of an instance where you were the victim of poor quality.

 How did you feel?
 What emotions were present?
 How did you resolve the situation?
 Did it ever happen again?
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LO2- Assess quality of received articles
following content coverage and topics –
 Final product against workplace

 using appropriate measuring instruments
 causes of any identified faults
 Check received materials, articles or final product against

workplace standards.
 Measure the materials, articles, or products using appropriate measuring
instruments in accordance with workplace procedures.
 Identify and correct the causes of any identified faults in accordance with the
workplace procedures.
.
Learning Activities

portfolio.
Page 24 of 54
portfolio

Unsatisfactory, your teacher shall advice you on additional work. But if satisfactory
You can proceed to the next topic.
Final product against workplace

Overview
Technological advances have made computers an important part of every workplace.

Many companies store valuable data on computer systems, databases and networks,
and most workplace communication is done using computers and networks. Although
computers allow businesses to streamline processes, distribute information quickly and
stay competitive, it also allows the potential for security issues that can ultimately
affect business operations and integrity.
Benefits
Because most data is stored on computers and almost all communication is done on an
organization's computer network, the security of the data is crucial for the success of
an organization. Monitoring workplace computers can be done using a variety of
software products that monitor computer networks. This software can also be used to
monitor or track employee activity and productivity as well. This ensures data is secure
by using the software to block certain websites, alert information technology staff of
potential threats, such as computer viruses, as well as monitor computer and Internet
usage by employees.
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Effects
Monitoring workplace computers can secure data stored on computer systems, as well
as ensure employees are using workplace computers for business purposes. Some
monitoring software comes highly recommended at a reasonable cost and can be
customized to an organization's needs. This requires some additional efforts by
management or information technology staff, but proves it's a valuable tool to ensure
the security of business data and integrity. Although computer workplace monitoring
has become a necessity, employees often don't understand the reasons for computer
monitoring and may feel violated or micro-managed.
Considerations
When considering using computer monitoring software in the workplace, do extensive

research on different products and services. Although some software is costly, it may be
worth the investment to protect the integrity of a business. If an organization decides to
use this software--inform employees. Allow employees to see the software and its
capabilities by demonstrating its features in a group setting. Be open and honest
regarding how the software will be used and how it will add security to the business.
Talk to employees about their rights regarding computer monitoring. The Texas
Workforce Commission has policies for workplace computer monitoring and employees
should be aware of those policies. Also allow employees to ask questions in a private
setting if they wish.
Name:____________________ Date:_________________
1. What is the use of finalizing product against workplace?
Page 26 of 54
Note: Satisfactory rating – 18 points above / Unsatisfactory - below 18 points.
You can ask you teacher for the copy of the correct answers
Page 27 of 54
using appropriate measuring
Information Sheet – 2 instruments
Overview
If you've shopped around for just the right desk for your space, but haven't found
exactly what you're looking for, consider building your own. Counter top desks are a
unique way to modify your work area. Whether starting with a brand new section
counter top, or repurposing old counters after a remodel, counter top desks make a
sturdy addition to your office furnishings. A moderately simple do-it-yourself project,
building a counter top desk is considerably less expensive than having a custom desk
built, and requires less than one day's work to complete from start to finish.
Instructions
1. Make a space plan and measure the area where the desk will sit to ensure the
right fit. Decide whether the desk will be straight or a corner unit, and how the
desk will be supported, and plan accordingly. Straight desks are a simpler project,
but corner units afford more workspace and often allow for the best use of the
available area.
2. Purchase supplies for the project, including counter tops, support system, and any
brackets that may be required. Counter top can be cut at the time of purchase, or
ordered to fit, so be certain to have exact measurements to ensure a correct fit
without further cutting. Collect all tools needed for the project before beginning.
3. Prepare your support system before assembling your desk. The simplest support
solution is to use kitchen cabinets, metal filing cabinets, or sturdy plastic or
medal drawers. This will make your desk both sturdy and easy to move and
requires no tools, cutting, or drilling. This support solution is particularly idea for
granite, metal, or stone counter top materials which are difficult to cut or drill.
4. Install the chosen support system, ensuring that it is both the proper height, and
level, before applying counter tops. If you've chosen cabinets or other form of
freestanding support, be certain they're positioned at appropriate intervals to
support the weight of the counter top.
5. Affix the counter top to the support system one section at a time. If your counter
is a heavy material, such as granite or stone, be certain the support system is
sufficient to harbor the weight before applying the next section of counter. Once
all sections of counter are installed, use a level to check that there the desk is
even and level.
Page 28 of 54
6. Apply the end cap finishing kit where necessary and add any brackets that might
be required to anchor the counter top. This step is optional but may be necessary
to ensure your desk is both attractive and stable.
Name:____________________ Date:_________________
1. What are the five instructions using appropriate measuring instruments?
Page 29 of 54
Page 30 of 54
causes of any identified faults
Identifying All Potential Failure Causes
When confronted with a systems failure, there is often a natural tendency to begin
disassembling hardware to search for the cause. This is a poor approach. Failed
hardware can expose precious information and safeguards are necessary to prevent
losing that information from careless remove procedures. One must know what to look
for prior to disassembling failed hardware.
Faults that come and go are the worst ones to track down, since just when you think
you know the cause of the problem and intend to do something about it can disappear,
leaving you wondering whether or not it's cured.
The most serious random problem is a spontaneous reboot, which can be caused by a
faulty, bad mains interference, or overheating, particularly of the CPU. This is often
caused by failure of the CPU fan, but this is easy enough to check -- just open up the
case and see if the fan is still spinning. If your cooling arrangements are not broken but
simply insufficient (this can happen, particularly in the case of Athlon processors, which
generate a lot of heat), you'll need to upgrade your CPU heatsink and/or fan to bring its
top temperature down to a more sensible level.
However, your computer is most likely to go wrong when you've just changed
something, for instance when you've installed a new stick of RAM, a soundcard, hard
drive, or a new CPU. Even though this may work perfectly well, you may have disturbed
one of the cables inside your PC at the same time, giving you a completely unrelated
problem; or if you've been overclocking your CPU, it may stop working when a new PCI
card is installed.
Power Supplies
If your PC won't boot up, no LEDs illuminate on the PC's front panel, and you can't hear
your hard drives or cooling fans spin up, you may have a problem with your mains
supply, or a faulty or dead computer PSU (Power Supply Unit). Faulty power supplies
can also cause random reboots: these can also mean that your power supply is working
properly but is under such a heavy load that occasionally the voltages sag a bit, or even
collapse.
BIOS Beep Codes
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If the power supply is working, booting your PC will light the front panel-power LED
and let the BIOS perform a Power-On Self-Test, or POST. This initializes system
hardware; tests RAM the keyboard, serial and parallel ports, initialize the floppy drive
and hard disk controller, and diagnose any basic problems. If none are found, you'll get
one short beep from the internal PC speaker. A combination of long or short beeps
signifies a problem, and in most cases your PC will refuse to carry on. Although many
'beep codes' are similar from motherboard to motherboard, you really need to refer to
the manual to find out what each sequence of beeps signifies.
Cable Issues
Another source of sometimes weird hardware faults is internal cabling. For instance, if
the IDE cable connecting your motherboard and hard drive is not inserted correctly,
your drive may not be detected by the BIOS at all. One of the conductors on all IDE
cables will either be colored red or have writing printing on it, so make sure these
identification marks match up with pin one on your hard drive, and pin one on the
motherboard socket.
Summary on How to Fix and Avoid General Protection Faults
If you usually get a general protection fault when your computer has been running for a
certain length of time, then overheating is a likely cause. You may have to reduce the
level of over clocking or replace a fan that isn't working. When the problem occurs after
the addition of new memory, remove or replace it to see if this cures the problem. If you
can't do any of this yourself, get an engineer to do it for you.
When the fault always occurs soon after turning on your computer, it may be caused by
a driver used by one of the programs that loads at start up or by Windows itself. You
can try a Windows install but choose the repair option, which will fix corrupt or missing
files without losing your data or programs.
If the fault always happens when a particular program is running, uninstall and then re-
install it. Also, check the supplier's website for a later version of the program or drivers
and install them.
Actually finding the cause of the general protection fault can be a time-consuming
process and you can speed this up by using a tool that will automate the task. One of
the best I've found for this is Registry Patrol, which, despite its name, does much more
than just sort out the PC's registry. It will, in fact, undertake a deep scan of the whole
computer, sorting out all the drivers and DLLs that are the most likely cause of general
protection faults. As a bonus, it will also fix all types of other problems so that you end
up with a machine that starts quicker, runs better and is less likely to crash.
Registry Patrol comes with a guarantee that it will do what it promises and is available
to try as a free download from the company's website (www.registrypatrol.com). Once
you've installed it and run the scan, your PC will run as it did when it was new and
general protection faults will be a thing of the past.
Page 32 of 54
Name:____________________ Date:_________________
1. How do you identifying the potential Failure on power supply?

2. How do you identifying the potential Failure on cable?

Page 33 of 54
LO3: Record Information
Information Sheet-1 LO3- Record Information
following content coverage and topics –
 Quality performance in workplaces

 Work quality according to the company requirements
 Basic information on the quality performance is recorded in accordance with

workplace procedures
 Records of work quality are maintained according to the requirements of the
company
Learning Activities

portfolio.
portfolio
Page 34 of 54
Quality performance in workplaces

Quality Performance
Performance measures designed to move associates toward business goals can be a

powerful method for action. Because "you get what you measure," it is important to
think through how and what you measure so you can achieve the desired results. And
measuring profitability is attractive because it goes straight to the heart of every
builder’s existence.
Performance measures of profitable builders are as varied as their business strategies.

A good place to start is examining your own business goals and tune-up your measures
at the company level. Then proceed to create department measures that align with
company goals. Your organization will be the winner.
The Six-Factor Model of Personality in the Workplace
The following are the five-factor model with job performance and other job-related
activities. Motivation, deviation, absences, and job satisfaction are related to the five
factors.
This is a review of the relation between the Six-factor model of personality and
performance in the workplace.
Motivation in the Workplace
Motivation is the driving force by which humans achieve their goals. Motivation is said
to be intrinsic or extrinsic. The term is generally used for humans but it can also be
used to describe the causes for animal behavior as well. According to various
theories, motivation may be rooted in a basic need to minimize physical pain and
maximize pleasure, or it may include specific needs such as eating and resting, or a
desired object, goal, state of being, ideal, or it may be attributed to less-apparent
reasons such as selfishness, morality, or avoiding mortality.
Page 35 of 54
Job Satisfaction
Job satisfaction has been defined as a pleasurable emotional state resulting from the
consideration of one’s job; an affective reaction to one’s job; and an attitude towards
one’s job. Weiss (2002) has argued that job satisfaction is an attitude but points out
that researchers should clearly distinguish the objects of cognitive evaluation which are
affect (emotion), beliefs and behaviors.
Departure in the Workplace
Workplace deviance occurs when an employee voluntarily pursues a course of action

that pressures the well-being of the individual or the organization.
Employees who had a positive perception of their workplace were less likely to pursue
deviant behavior. Research indicates that personality acts as a moderating factor:
workplace deviance was more likely to be endorsed with respect to an individual when
both the perception of the workplace was negative and emotional stability.
Performance in the Workplace
Of the five factors, the single factor of carefulness is the most predictive of job
performance.
Absences
Job absence is very much a part of job performance: employees are not performing
effectively if they do not even come to work. Shy, careful employees are much less likely
to be absent from work, as opposed to extraverted employees who are low on
carefulness.
Teamwork
Oftentimes in the workplace the ability to be a team player is valued and is critical to
job performance. Although this strengthen the case that job performance is related to
the five-factor model via increased cooperativeness among coworkers, the role of
personality by implying that actual job performance (task performance) is related to
cognitive ability and not to personality .
Using 5S to Increase Performance in the Workplace
5S is the name of a workplace organization methodology that uses a list of five Japanese
words which are seiri (Sorting), seiton (Straightening or setting in order / stabilize),
seiso (Sweeping or shining or cleanliness / systematic cleaning), seiketsu
(Standardizing) and shitsuke (Sustaining the discipline or self-discipline). Translated
into English, they all start with the letter "S". The list describes how to organize a work
Page 36 of 54
space for efficiency and effectiveness by identifying and storing the items used,
maintaining the area and items, and sustaining the new order. The decision-making
process usually comes from a dialogue about standardization which builds a clear
understanding among employees of how work should be done. It also instills ownership
of the process in each employee.
The QCDSM program ensures this will happen on a daily basis. In addition to QCDSM,
members of senior management must carry out periodic inspections of each target
area. One common error by senior management is never being visible on the factory
floor.
5S provides the foundation for improving performance through continuous

improvement. It focuses on:
 Increasing quality by removing waste from the workplace.
 Provide reduction in operating costs by reducing non value added activities.

 Improving delivery by by simplifying processes and removing obstacles
 Improving safety through improved housekeeping and identification of hazards
Provide an environment where continuous improvement is embraced through workers

problem solving and suggestions, thereby improving morale.
Simply put, 5S works best if the implementation of the program is based on the 5S
Performance Improvement Formula:
P=Q+C+D+S+M
Where;
 P - Increase productivity.
 Q - Improve product quality.

 C - Reduce manufacturing costs.
 D - Ensure on-time delivery.
 S - Provide a safety working environment
 M - Increase worker morale.
Summary
Job performance and personality (as measured in the Six-factor model) are related. It
appears that the relation between job performance and the five factors is more a
consequence of the social aspects of the workplace than of ability. Research indicates
that cognitive ability is more strongly correlated with task performance than any of the
six factors are correlated with task performance. The Six factors are strongly correlated
with cooperating with others and enjoying the overall workplace experience, which are
Page 37 of 54
key components of long-term job success. Being absent from work or working as a team
are correlates of personality that directly affect whether one will succeed in the
workplace, and they are strongly correlated with the Big six and not with cognitive
ability.
Cognitive ability may allow an employee to complete a specific task, but the ability to
work with others and to stay motivated is aspects of personality. The six-factor model is
a valid predictor of workplace performance. Personality is an indispensable
consideration for employers looking for quality employees.
Making sure that everyone keeps up the daily 5S discipline is a management problem.
It may be the responsibility of the 5S team leader, but it is also driven and supported by
the auditing and tracking system that is used to measure conformance to the 5S
process. The structure of the QCDSM process ensures a disciplined approach is carried
out on every shift day in and day out.
Name:____________________ Date:_________________
1. Explain the Six-Factor Model of Personality in the Workplace.

2. Explain the 5S in Increase Performance in the Workplace.
Page 38 of 54
Work quality according to the company
Information Sheet – 2 requirements
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
Page 39 of 54
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 work 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 improvement, zeal for perfection are needed to
build QUALITY AT WORK. TOGETHER we can MAKE it.
Name:____________________ Date:_________________
Page 40 of 54
1. Explain QUALITY AT WORK
LO4: Study causes of quality deviations
Information Sheet-1 LO4- Study causes of quality
Page 41 of 54
deviations
 Causes of deviations from final products with workplace procedures

 Suitable preventive action based on workplace quality standards
 Causes of deviations from final products are investigated and reported in

accordance with workplace procedures
 Suitable preventive action is recommended based on workplace quality
standards and identified causes of deviation from specified quality standards
of materials or final product
Learning Activities

portfolio.
portfolio
Page 42 of 54
Causes of deviations from final products with
Information Sheet – 1 workplace 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 non-conforming,

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.
Page 43 of 54
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, equipments, 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:
Page 44 of 54
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.
Page 45 of 54
Name:____________________ Date:_________________
1. What is a Deviation?
2. list down the types of Deviations
3. list down Levels of Deviation Risks
Page 46 of 54
Suitable preventive action based on
Information Sheet – 1 workplace quality standards
Workplace Prevention and Response
1. Workplace Violence
Workplace violence can be any act of physical violence, threats of physical violence,
harassment, pressure, or other threatening, disruptive behavior that occurs at the work
site. Workplace violence can affect or involve employees, visitors, contractors, and
other non-Federal employees.
2. 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 dignity 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.
3. Prevention of Workplace Violence
A sound prevention plan is the most important and, in the long run, the least costly
portion of any agency’s workplace violence program.
4. Identifying Potentially Violent Situations
If you ever have concerns about a situation which may turn violent, alert your
supervisor immediately and follow the specific reporting procedures provided by your
agency. It is better to err on the side of safety than to risk having a situation escalate.
5. Responding to Violent Incidents
No matter how effective agencies' policies and plans are in detecting and preventing
incidents, there are no guarantees against workplace violence. Even the most
responsive employers face this issue. When a violent incident does occur, it is essential
Page 47 of 54
the response be timely, appropriate to the situation, and carried out with the
recognition that employees are traumatized and that the incident’s aftermath has just
begun.
6. Disclosure of Information
Disclosing information obtained from employees without their written consent. An

exception to this prohibition however, is if an employee specifically threatens another
person.
Name:____________________ Date:_________________
1. What are the six Workplace Prevention procedures?
Page 48 of 54
LO5: Complete documentation
Information Sheet-1 LO4- Complete documentation
 Records Information on quality production performance

 Records all production processes and outcomes
 Recording Information on quality and other indicators of production performance

 Recording all production processes and outcomes.
Learning Activities

portfolio.
portfolio
Page 49 of 54
Records Information on quality production

Information Sheet – 1 performance
Quality Performance in Production Management
The challenge is increasing production while maintaining high quality. This process can
be difficult to measure, but best way to gauge quality is to first measure it. Use key
performance indicators (KPIs) to improve quality. KPIs help management to manage
and measure both production and quality. Financial analysts and mangers also use KPIs
as a measure of productivity.
Instructions
1. Identify the three most important processes in production. Examples include
inventory purchases, assembly, distribution and accounts payable.
2. Map out each process on a flow chart diagram. Start with first step in each
process and end with the last step. This helps all parties involved in the process to
visualize the process as well as where possible errors in production may occur.
Page 50 of 54
3. Identify the best way to manage production for each process. For instance,
assembly can be managed with the number of items produced and distribution
can be managed by the total number of items delivered.
4. Define what an error or issue is within the process. For instance, for assembly,
measure the number of errors or mistakes by determining how many of the total
device being produced did not work or were permanent. For distribution, you
could determine the number of errors by monitoring on-time delivery. The error
depends on the process and your firm's definition of quality.
5. Assign a quality metric to each production process. Combine Step 3 and 4. For
instance, for assembly, one metric can be the number of products assembled
incorrectly or the number of malfunctions. For distribution, the metric can be the
number of on-time deliveries. Again, the metric depends on what's most important
for your organization.
Name:____________________ Date:_________________
1. What are the five Quality Performance in Production Management?
Page 51 of 54
Records all production processes and
Information Sheet – 1 outcomes
Production process
The production process is concerned with transforming a range of inputs into those outputs that
are required by the market.
The transforming resources include the buildings, machinery, computers, and people that carry
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out the transforming processes. The transformed resources are the raw materials and
components that are transformed into end products.
Any production process involves a series of links in a production chain. At each stage value is
added in the course of production. Adding value involves making a product more desirable to a
consumer so that they will pay more for it. Adding value therefore is not just about
manufacturing, but includes the marketing process including advertising, promotion and
distribution that make the final product more desirable.
It is very important for businesses to identify the processes that add value, so that they can
enhance these processes to the ongoing benefit of the business.
Types of process
There are three main types of process: job, batch and flow production.
Job production
Job or \'make complete\' production is the creation of single items by either one
operative or a team of operative\'s. Job production is unique in the fact that the project
is considered to be a single operation, which requires the complete attention of the
operative before he or she passes on to the next job. Examples from the service
industries include cutting hair, and processing a customers\' order in a store.
Batch production
The term batch refers to a specific group of components, which go through a production
process together. As one batch finishes, the next one starts. For example on Monday,
Machine A produces a type 1 engine part, on Tuesday it produces a type 2 engine part,
on Wednesday a type 3 and so on. All engine parts will then go forward to the final
assembly of different categories of engine parts.
Flow production
Batch production is described as \'intermittent\' production and is characterized by

irregularity. If the rest period in batch production disappeared it would then become
flow production. Flow production is therefore a continuous process of parts and sub-
assemblies passing on from one stage to another until completion.
Page 53 of 54
Name:____________________ Date:_________________
1. What is Production process?

2. What are the three Types of process?
Page 54 of 54

Quality Control Learning Guide

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Learning Guide

Applying Quality Control

LO1: Assess own work

 Standards against workplace being undertaken.

 Check completed work against workplace standards relevant to the

1. Read the specific objectives of this Learning Guide.

*Your teacher will evaluate your output either satisfactory or unsatisfactory. If

Standards against workplace being

Apply quality standards and procedures

 The ongoing process of building and sustaining relationships by assessing,

Quality policy is a document jointly developed by management and quality experts to

Your quality policy should:

Responsibility and authority

 Monitor the performance of your quality system.

Quality system procedures

 Describe when and where it should be carried out.

Quality Management Plan (QMP)?

Quality management standards

 achieve greater consistency in the activities involved in providing products or

The ISO 9001:2008 standard

 management responsibility - ensuring top level management shows

The advantages of ISO 9001:2008 for your business can include:

 greater efficiency and less waste

 the cost of getting and keeping the certification

The ISO 9004:2009 standard

 Customer focus - they must understand and fulfill customer needs.

Self Check 1 Written Test

Activity 1: Determine client requirements

Processes to sharpen your project management skills

1. Define the project

1. Define the project

2. Plan the work

3. Manage the work plan

10. Manage metrics

Self Check 2 Written Test

Activity 1: Determine client requirements

1. What are the 10 Processes to sharpen your project management skills?

Basics concepts of strategic management

Strategic management is the set of managerial decision and action that

Basic model of strategic management

Strategic decision making

Making better strategic decisions

Role of strategic management

Monitoring of social trends

International society consideration

Scanning of the task environment

Identification of external strategic factors:

Industry analysis: Analyzing the task environment

Strategy implementation: Organizing for action

Developing programs, budgets and procedures

Self Check 3 Written Test

1. What are the four basic elements Strategic management tools?

Identified causes in accordance with

 Walk through the workplace and look for potential hazards.

Assessing the risks

Typical risk factors include:

Reducing or eliminating the risk

Safety suggestions include:

Protecting your back

Where to get help

Why are workplace inspections important?

As an essential part of a health and safety program, workplaces should be inspected.

Name: _____________ Date: