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Module 1 applying quality standard

Information Systems (The College of St. Scholastica)

Studocu is not sponsored or endorsed by any college or university

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Republic of the Philippines

Department of Education
PUBLIC TECHNICAL-VOCATIONAL
HIGH SCHOOLS

Competency-Based
Curriculum Material
Second Year

Computer Hardware Servicing

Module #1
Applying of Quality Standards

Unit of
Competency Apply Quality Standards
:

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Tables of Contents
Page

How to Use this Module........................................................................................ i

.............................................................................................. 1

Introduction......................................................................................................... ii

Technical Terms.................................................................................................. iii

Learning Outcome 1............................................................................................ 1

Information Sheet 1.1......................................................................................... 2

Self Check 1.1..................................................................................................... 4

Information Sheet 1.2......................................................................................... 5

Activity 1.2.............................................................................................. 7

Assignment......................................................................................................... 8

Learning Outcome 2............................................................................................ 9

Information Sheet 2.1....................................................................................... 10

Self-Check 2.1........................................................................................ 14

Activity 2.1........................................................................................................ 15

Information Sheet 2.2............................................................................ 16

Self Check 2.2................................................................................................... 20

Activity 2.2........................................................................................................ 20

Assignment....................................................................................................... 20

Learning Outcome 3.......................................................................................... 21

Information Sheet 3.1....................................................................................... 22

Self-Check 3.1................................................................................................... 29

Activity 3.1........................................................................................................ 30

Assignment....................................................................................................... 30

Answer Key..........................................................................................................................31

Acknowledgment

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HOW TO USE THIS MODULE

Welcome to the Module “Applying of Quality Standards”. This module

contains training materials and activities for you to complete.

The unit of competency “Apply Quality Standards” contains knowledge,

skills and attitudes required for a Computer Hardware Servicing NC II course.

You are required to go through a series of learning activities in order to

complete each of the learning outcomes of the module. In each learning outcome
there are Information Sheets and Activity Sheets. Follow these activities on
your own and answer the Self-Check at the end of each learning activity.

If you have questions, don’t hesitate to ask your for assistance.

Recognition of Prior Learning (RPL)

You may already have some of the knowledge and skills covered in this
module because you have:
o been working for some time
o already have completed training in this area.

If you can demonstrate to your students that you are competent in a

particular skill or skills, talk to him/her about having them formally recognized so
you don’t have to do he same training again. If you have a qualification or
Certificate of Competency from previous training shows it to your students. If the
skills you acquired are still current and relevant to this module, they may
become part of the evidence you can present for RPL. If you are not sure about
the currency of your skills, discuss it with your teacher.

After completing this module ask your trainer to assess your competency.
Result of your assessment will be recorded in your competency profile. All the
learning activities are designed for you to complete at your own pace.

Inside this module you will find the activities for you to complete followed
by relevant information sheets for each learning outcome. Each learning
outcome may have more than one learning activity.

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Program/ Course: Computer Hardware Servicing NC II

Unit of Competency: Apply Quality Standards
Module: Applying of Quality Standards

INTRODUCTION:

This module contains information and suggested learning activities on

Computer Hardware Servicing. It includes training materials and activities for you
to complete.

Completion of this module will help you better understand the succeeding
module on Computer Hardware Servicing.

This module consists of 3 learning outcomes. Each learning outcome

contains learning activities supported by each instruction sheets. Before you
perform the instructions read the information sheets and answer the self-check
and activities provided to as certain to yourself and your teacher that you have
acquired the knowledge necessary to perform the skill portion of the particular
learning outcome.

Upon completion of this module, report to your teacher for assessment to

check your achievement of knowledge and skills requirement of this module. If
you pass the assessment, you will be given a certificate of completion.

SUMMARY OF LEARNING OUTCOMES:

Upon completion of the module you should be able to:

LO1 Assess Condition of Received Equipment

LO2 Assess own work
LO3 Validate one’s work for quality improvement

ASSESSMENT CRITERIA:

Refer to assessment criteria of learning outcomes #1-3 of this module.

PRE-REQUISITES:

 PC Operation

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TECHNICAL TERMS

Checklist - help organize data by category

durability - enduring; resisting wear

Flowchart - describes process in as much detail as possible by

graphically displaying the steps in proper sequence

hardware - refers to the electronic and mechanical components that

make up a computer system.

hazards - a risk; danger

Histogram - plots data in a frequency distribution table

hostile - being an enemy; unfriendly

ISO - International Standardization Organization

OHS - Occupational Health and Safety procedures

Pareto diagram- puts data in a hierarchical order which allows the

significant problems to be connected first.

PPE - personal protective equipment

quality - essential character nature; degree or grade of excellence

Scatter diagram- shows how two variables are related and is this
used to test for cause and effect relationships.

standards - as one serving the emblem of a nation; something as

accepted as a basis for comparison

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Program/ Course: Computer Hardware Servicing NC II

Unit of Competency: Apply Quality Standards
Module: Applying of Quality Standards

Learning Outcome #1: Assess Condition of Received Equipment

Assessment Criteria:

1. Work instruction is obtained and work is carried out in accordance with

standard operating procedures.
2. Received equipment is checked against workplace standards and
specifications.
3. Faulty equipment related to work are identified and isolated.
4.
5. Faults and any identified causes are recorded and/or reported to the concerned
person-in-authority in accordance with workplace procedures.
6. Faulty materials are replaced in accordance with workplace standard operating
procedures (SOP).

References:

 http://www.empf.org/empfasis/aug04/prop.htm

 http://www.lakeland.cc.il.us/~internal/policymanual/10fiscalaffairs/1026.PO
L.htm

 www.gao.gov/new.items/d0871.pdf]

 www.plant-materials.nrcs.usda.gov/pubs/nmpmcnl6045.pdf

 www.cdpr.ca.gov

 www.freepatentsonline.com

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INFORMATION SHEET 1.1

Characteristics of Materials Used in Specific Projects

The student must relate material properties to product and process quality.
These are the factors that must be taken into consideration when choosing the
right material for their components and assemblies:

1. Selection of material

Material selection is one of the most common tasks

for design engineering. The ability to assess the material’s
impact on the performance of a product is crucial for reliable
performance. Sometimes, buyers are also considering the
label or name of the company which are producing great
quality of materials and are known in the market. Examples
are the name HP for printer and Intel for some computer
hardware.

2. Testing of material

The testing of material properties is widely understood

to be the key to obtaining data for a project, performing
failure analysis, or understanding material interactions.
Material testing also provides information on the quality of
incoming and outgoing products. Inspection test equipment
and techniques are demonstrated for a wide range of
materials and assemblies during the class. This provides the
participants with both knowledge of the common failure modes.

3. Cost of material

The cost of material is also considered when buying or selecting

materials for a specific project. The amount may vary but never taken for
granted the quality and the reliability of the material. Will you buy material which
is less expensive but worst quality? Will you buy material which you cannot
afford? People look for places which can meet their standards and right cost for
materials to buy.

Characteristic of common materials for increased security is

also a great factor in the design and planning process. Evaluation
of longevity criteria and assessment of site environmental factors
are vital to project planning.
Specific knowledge about the project and general common
sense must dictate design and material selection. Although many
materials can offer enhanced protection, often the most cost-
efficient and readily available material that provides reasonable life
expectancy for the project must be considered.
Before planning and designing takes place, you should evaluate the
material options and system requirements. Teachers should add several useful
reference manuals to their libraries such as installation of hardware, networking,

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troubleshooting as well as basic PC Operation and Internet for additional

information that the students may used in their projects.

The characteristic of the materials to be used for specific project must be:

 of good quality

- This is the most important factor when choosing materials to

buy. Products with good quality are long-lasting and safe to
use because you know that it follows certain standards before
being commercialized.

 reliable
- It means that you can be sure that it will perform its function
well, will operate safely and will give the best it could give.

 suitable for the application/purposes

- Choose the materials which are very necessary to make the
project possible. Making a list of products/materials to buy is
a good trait of a wise consumer. Products which are not to be
used must be crossed out.

 low cost
- It doesn’t mean that you will choose for the less expensive
one and exclude the quality. Low cost means you can afford
to buy the materials without hurting your pocket and assure
of better quality.

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SELF-CHECK 1.1

I. Enumerate the following. Use a separate sheet of paper in answering.

1. Give three factors to be considered when choosing the right

material?

______________________________________________
______________________________________________
______________________________________________

2. Give three characteristic of materials to be used for specific project?

______________________________________________
______________________________________________
______________________________________________

II. What Good Quality means?

______________________________________________
______________________________________________
______________________________________________

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INFORMATION SHEET 1.2

Fault Identification and Reporting

These are the things to be considered when:

A. Receiving Materials:

1. Match the packing slip to the items received and ensures that the materials
are destined on tour department.

2. That you are receiving the materials indicated on the purchase order with
regard to quantity and discount.

3. That the materials are in acceptable condition.

4. That terms regarding installation and/or set-up of equipment are met.

B. Receiving Reports

Whenever goods are received:

1. The person receiving the goods must document,

using the administrative software, that all goods
were received for each requisition before any
payment can be made to the vendor.

2. Any exceptions must be noted so that partial

payments can be processed or defective goods can
be returned.

C. Return of Merchandise

When merchandise is received which is incomplete or defective, the

supervisor will return the materials to the supplier or to the store where it was
bought and make arrangements with the vendor for replacement.

D. Make an Inventory Report of the Materials

All materials received must be listed and be reported to monitor how

many materials are already on hand, purchased or damaged.
Effective management checks are an important means of providing
assurance of the integrity and security of the benefit processes. They are also
useful in identifying training needs; indicating possible weaknesses in procedure
and ensuring the section meets its accuracy target set for Best Value
Performance Indicators purposes.

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Methodology
The teacher will be the assessor. Students will be randomly assigned that
will: 1.) act as Quality Checker; 2.) responsible for monitoring and coordinating
the checking arrangements and; 3.) must generate reports when receiving the
equipments.
The Quality checker will record the date of receipt, name of the materials
purchased, quantity, official receipt number, signature of the person who bought
the materials and signed his name afterwards. The Quality checker will identify if
the materials are in good condition or damage and /or needing for replacements.
This will also be recorded on his report.
Feedback
Once the Quality checker has completed all the reports, the assessor will
check if the Quality Checker provides all the data needed in the report.

Example of Log Report (to be completed by the Quality checker)

Date Item Quality

O.R. # Quantity Signature
Received Name Checker

Example of Assessment of Materials Received (to be completed by the

Quality checker)

Quality Checker: Date:

Total no. in Total no.

Item Name Comments
Good Condition of Errors

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ACTIVITY 1.2
You are assigned to be the Quality checker for the Month of June. Make a
Log Report, and Assessment Report using the following data below. Make sure
you will record all the items listed and if they were in good condition or not. Write
your answer on a sheet of paper.

1. - June 9, 2008
- 5 Hard disk, 2 128MB SDRAM memory chips
- Received from Jun Salcedo (PC chain), OR #20256
- Found out that 1 Hard disk has error need for replacement

2. - June 15, 2008

- Refill ink cartridge from STARINK Shop, OR# 5623

3. - June 20, 2008

- 10 PS/2 keyboard, 10 Optic mouse, 2 power supply
- Received from Allan Rivera (Octagon), OR#12544
- 3 defective keyboard need replacement

4. - June 28, 2008

- 2 CD-Rom drive
- Received from Jun Salcedo (PC Chain), OR#20400

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ASSIGNMENT

1. What is workplace procedure?

2. Give five examples of behavior that may affect the quantity of work.
3. Give five examples of behavior that may affect the quality of work.

Reference:
www.yahoo.com
www.wikipedia.com

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Program/ Course: Computer Hardware Servicing NC II

Unit of Competency: Apply Quality Standards
Module: Applying of Quality Standards

Learning Outcome #2: Assess Own Work

Assessment Criteria:

Work performance is documented in accordance with workplace procedure.

1. Completed work is checked against workplace standards.
2. Errors are identified and corrected.
3. In case of deviations from specific quality standards causes are
documented and reported in accordance with the workplace’s standard
operating procedures.

References:

 http://en.wikipedia.org/wiki/Customer_service
 http://en.wikipedia.org/wiki/Quality_standard
 http://www.technet.unsw.edu.au/tohss/swp.htm
 http://xnet.rrc.mb.ca/healthsafety/safeworkprocedures

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INFORMATION SHEET 2.1

Workplace Procedure

Workplace Procedure is a set of written instructions that identifies the

health and safety issues that may arise from the jobs and tasks that make up a
system of work.

A safe working procedure should be written when:

 designing a new job or task

 changing a job or task

 introducing new equipment

 reviewing a procedure when problems have been identified, example from

an accident or incident investigation

The safe working procedure should identify:

 the teacher for the task or job and the students who
will undertake the task

 the tasks that are to be undertaken that pose risks

 the equipment to be used in these tasks

 the control measures that have been formulated for

these tasks

 any training or qualification needed to undertake the

task

 the personal protective equipment to be worn

 action to be undertaken to address safety issues that

may arise while undertaking the task

Following certain procedures is very important to

perform a given operation. The table below shows different
elements and their corresponding performance criteria to be
able to identify occupational health and safety hazards,

and assess risk, as well as follow instructions and procedure in the

workplace with minimal supervision. The students will also be capable of
participating and contributing to OHS management issues.

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ELEMENT PERFORMANCE CRITERIA

1. Identify hazards and assess 1.1 Identify hazards in the work area and
risk. during the performance of workplace
duties.
1.2 Assess level of risk
2. Follow procedures and 2.1 Report hazards in the work area to
strategies for risk control. designated personnel according to
workplace procedures
2.2 Follow workplace procedures and work
instructions for assessing and
controlling risks with minimal
supervision.
2.3 Whenever necessary, within the scope
of responsibilities and competencies,
follow workplace procedures for
dealing with hazards and incidents,
fire and/or other emergencies.
3. Contribute to OHS in the 3.1 Describe employee rights regarding
workplace. consultation on OHS matters
3.2 Raise task and/or job specific OHS
issues with appropriate people in
accordance with workplace
procedures and relevant OHS
legislative requirements
3.3 Contribute to participative
arrangement for OHS management in
the workplace within organisational
procedures and the scope of
responsibilities and competencies
3.4 Provide feedback to supervisor on
hazards in work area in line with
organisational OHS policies and
procedures
3.5 Provide support in implementing
procedures to control risks in
accordance with organisational
procedures
Work instruction may be:  Verbal
 Written
 In English
 In a community language
 Provided visually eg. video, OHS
signs, symbols and other pictorial,
presentation, etc.
Controlling risks in the work Application of the hierarchy of control,
area may include: namely:
 Eliminate the risk
 Reduce/minimise the risk through
 Engineering controls
 Administrative controls
 Personal protective equipment

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ELEMENT PERFORMANCE CRITERIA

Reports identifying workplace  Face to face
hazards may be verbal or  Phone messages
written and may include:
 Notes
 Memos
 Specially designed report forms

Examples of OHS issues which  Hazards identified

may need to be raised by  Problems encountered in managing
workers with designated risks associated with hazards
personnel may include:
 Clarification on understanding of OHS
policies and procedures
 Communication and consultation
processes
 Follow up on reports and feedback.
 Effectiveness of risk controls in place
 Training needs
Examples of contributions may  Recommendations on changes to
include: work processes, equipment or
practices
 Listening to the ideas and opinions of
others in the team
 Sharing opinions, views, knowledge
and skills
 Identifying and reporting risks and
hazards
Using equipment according to
guidelines and operating manuals
OHS Management Issues

TYPES AND WORK-RELATED ERRORS

A. Quantity of work (untimely completion, limited production)

1. Poor prioritizing, timing, scheduling

2. Lost time

 Tardiness, absenteeism, leaving without permission

 Excessive visiting, phone use, break time, use of the Internet

 Misuse of sick leave

3. Slow response to work requests, untimely completion of assignments

4. Preventable accidents

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B. Quality of work (failure to meet quality standards)

1. Inaccuracies, errors

2. Failure to meet expectations for product quality, cost or service

3. Customer/client dissatisfaction

4. Spoilage and/or waste of materials

5. Inappropriate or poor work methods

Work Behavior Which Result in Performance Problems

A. Inappropriate behavior (often referred to as "poor attitude")

 Negativism, lack of cooperation, hostility
 Failure or refusal to follow instructions
 Unwillingness to take responsibility ("passing the
buck")
 Insubordination
 Power games

B. Resistance to change

 Unwillingness, refusal or inability to update skills

 Resistance to policy, procedure, work method changes

 Lack of flexibility in response to problems

C. Inappropriate interpersonal relations

 Inappropriate communication style: over-aggressive, passive

 Impatient, inconsiderate, argumentative

 Destructive humor, sarcasm, horseplay, fighting

 Inappropriate conflict with others, customers, co-workers, supervisors

D. Inappropriate physical behavior

 Smoking, eating, drinking in inappropriate places

 Sleeping on the job

 Alcohol or drug use

 Problems with personal hygiene

 Threatening, hostile, or intimidating behavior

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SELF-CHECK 2.1
I. Write QN if the statement affects the quantity of work and QL if the statement
affects the quality of work. Write your answer on the space provided before each
number.

______ 1. Poor scheduling of work

______ 2. Failure to meet expectations for product quality, cost or service
______ 3. Customer/client dissatisfaction
______ 4. Preventable accidents
______ 5. Misuse of sick leave
______ 6. Tardiness
______ 7. Slow response to work requests
______ 8. Break time
______ 9. Excessive visiting
______ 10. Spoilage and/or waste of materials

II. Write TRUE if the statement is correct and FALSE if the otherwise is wrong.

__________ 1. Poor attitude results in performance problem.

__________ 2. A safe working procedure should be written when retrieving old
tasks.
__________ 3. Preventable accidents may affect the quantity of work.
__________ 4. Following certain procedure is very important in performing given
operation or to a given event.
__________ 5. Safe working procedure should not identify the tasks that are to be
undertaken that pose risks.

III. What is Workplace Procedure?

____________________________________________________
____________________________________________________
____________________________________________________

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ACTIVITY 2.1

Use a T-Chart to compare and contrast the activities of the student inside
the classroom against workplace procedure. Write your answer on a sheet of
paper.

Similarities Difference

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INFORMATION SHEET 2.2

Quality Standards

Standards are sets of rules that outline specification of dimensions, design

of operation, materials and performance, or describe quality of materials,
products or systems. These standards should cover the performance
expectations of the product for particular applications. The intent of standards is
to provide at least minimum quality, safety or performance specifications so as
to ensure relatively uniform products and performance, and to remove ambiguity
as to the suitability of certain commercial products for particular applications.
Following standards may reduce the risk of error in working.

Specific quality standards for:

1. Hardware

The durability of the work depends on the

quality of its component parts and the assembly skills of
those who install it. If the best-quality products or
hardware are used but are installed incorrectly, the
system will be a failure.
The application of suitable hardware and products must be supported by
adequate levels of training of person who use them so that they can identify and
use only appropriate products.
In judging a product or hardware, the person must consider factors such
as the following:
 Is the product or hardware under consideration suitable for the
application or purpose?
 Will it be harmful to the health of the community in its normal use?
 Is there a risk of this hardware being released into the environment
(e.g. the water) in the first instance or after the working life of the product
or hardware has expired?

2. Production Process

In production process, checking of quality assurance must be highly

considered. Quality assurance covers all activities from design, development,
production, installation, servicing and documentation. This introduced the rules:
"fit for purpose" and "do it right the first time". It includes the regulation of the
quality of raw materials, assemblies, products and components; services related
to production; and management, production, and inspection processes.

A. FAILURE TESTING
A valuable process to perform on a whole consumer product is failure
testing, the operation of a product until it fails, often under stresses such as
increasing vibration, temperature and humidity. This exposes many
unanticipated weaknesses in a product, and the data is used to drive engineering
and manufacturing process improvements.

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B. STATISTICAL CONTROL
Many organizations use statistical process control to bring the
organization to Six Sigma levels of quality, in other words, so that the likelihood
of an unexpected failure is confined to six standard deviations on the normal
distribution. Traditional statistical process controls in manufacturing operations
usually proceed by randomly sampling and testing a fraction of the output.
Variances of critical tolerances are continuously tracked, and manufacturing
processes are corrected before bad parts can be produced.

C. COMPANY QUALITY
The company-wide quality approach
places an emphasis on three aspects:

1. Elements such as controls, job

management, adequate processes,
performance and integrity criteria
and identification of records

2. Competence such as knowledge,

skills, experience and qualifications

3. Soft elements, such as personnel

integrity, confidence, organizational
culture, motivation, team spirit and
quality relationships.

The quality of the outputs is at risk if any of these three aspects are
deficient in any way.

D. TOTAL QUALITY CONTROL

Total Quality Control is the most necessary inspection control of all in
cases where, despite statistical quality control techniques or quality
improvements implemented, sales decrease.

As the most important factor had been ignored, a few refinements had to be
introduced:

1. Marketing had to carry out their work properly and define the customer’s
specifications.

2. Specifications had to be defined to conform to these requirements.

3. Conformance to specifications i.e. drawings, standards and other relevant

documents, were introduced during manufacturing, planning and control.

4. Management had to confirm all operators are equal to the work imposed
on them and holidays, celebrations and disputes did not affect any of the
quality levels.

5. Inspections and tests were carried out, and all

components and materials, bought in or
otherwise, conformed to the specifications, and

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the measuring equipment was accurate, this is the responsibility of the

QA/QC department.

6. Any complaints received from the customers were satisfactorily dealt with
in a timely manner.

7. Feedback from the user/customer is used to review designs.

8. Consistent data recording and assessment and documentation integrity.

9. Product and/or process change management and notification.

To conclude, the above forms are the basis from which the philosophy of
Quality Assurance has evolved, and the achievement of quality or the “fitness-
for-purpose” is “Quality Awareness” throughout the company.

4. Final Product

Table 1.2.1 shows the Quality System Elements required by ISO 9000 in
the making of the final product.

Table 1.2.2 Quality System Elements.

Quality System Contents
Requirements
1 Management Define and document commitment, policy and objec-
responsibility tives, responsibility and authority, verification
resources and personnel. Appoint a management
representative and conduct regular reviews of the
system
2 Quality system Establish and maintain a documented quality system
ensuring that products conform to specified
requirements
3 Contract Review Ensure that customer's contractual requirements are
evaluated and met
4 Product Plan, control and verify product development to
development ensure that specified requirements are met
5 Document System for control and identification of all
control documents regarding quality, e.g. procedures,
instructions, and specifications
6 Purchasing Ensure that purchased products conform to specified
requirements
7 Product System to identify and control traceability of product
identification and at all stages from raw materials through production
traceability to the final product as delivered to the customer
8 Process control Ensure and plan the control of production which
direct- ly effects quality by documented work
instructions, monitoring and control of processes
9 Inspection and Inspect and test incoming products, intermediate
testing and final product; establish product conformance to
specified requirements and identify non-conforming
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pro- ducts; maintain inspection and test records

10 Inspection, Selection and control of equipment to ensure
measuring and reliability and accuracy in measuring data
test equipment
11 Inspection and For the whole process the products shall be identified
test status and clearly marked concerning test status, including
indication of conformance or non-conformance
12 Control of non- Identification, documentation, evaluation, isolation (if
conforming possible) and disposition of non-conforming products
products
13 Corrective Prevention of reoccurrence of failures (non-
actions conformance)
14 Handling, storage Protection of the quality of the product during hand-
packaging and ling, storage, packaging and delivery
delivery
15 Quality records Records, including those which demonstrate that the
specified requirements have been met, shall be
control- led and maintained
16 Internal Quality Regular, planned internal audits shall be carried out,
Audits documented and recorded to verify the effectiveness
of the quality system
17 Training Training requirements at all levels shall be identified
and the training planned, conducted and recorded
18 Cleaning and Although not required by the ISO 9000 standards,
Disinfection these two points should be given special attention in
all food companies
19 Personal hygiene

4. Customer Service

According to Turban et al, 2002,

“Customer service is a series of activities
designed to enhance the level of customer’s
satisfaction – that is, the feeling that a product
or service has met the customer’s
expectation”. Its importance varies by product,
industry and customer.

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SELF-CHECK 2.2

Quality Standards

I. Write T if the statement is correct and F if the otherwise.

________ 1. Standards are set of rules that describe quality of materials, product
or system.

________ 2. Quality assurance does not cover all the activities from design,
development, up to documentation.

________ 3. Customer service is a series of activities designed to enhance the

level of customer satisfaction.

________ 4. Customer service is not important in the company’s customer value

proposition.

________ 5. The durability of the work do not depend on the skills of those who
install it.

ACTIVITY 2.2

1. Group yourselves into six members.

2. Conduct a Simulation on: “Production Process and Customer
Service”

In this activity you will be rated according to the following:

Descriptive Criteria Scoring Criteria

Excellently done 5

Very Satisfactorily done 3-4

Satisfactorily done 1-2

Unsatisfactorily done 0

ASSIGNMENT

When do you say that your work is of good quality?

1. What are quality checking procedures?

2. Give the processes for quality improvement?

Reference:

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www.wikipedia.com

Program/ Course: Computer Hardware Servicing NC II

Unit of Competency: Apply Quality Standards
Module: Applying Quality Standards

Learning Outcome #3: Validate One’s Work for Quality Improvement

Assessment Criteria:

1. Work is carried out in accordance with process improvement procedure.

2. Performance of operation or quality of product of service is monitored to
ensure customer/person-in-authority satisfaction.

Resources:

 http://www.paramounthealthcare.com/body.cfm?id=65
 http://www.mcrcc.osmre.gov.ph
 http://www.standards.dfes.gov.uk
 http://www.swce.gov.uk
 http://deming.eng.clemson.edu/pub/tutorials/qctools/flowm.htm
 http://en.wikipedia.org/wiki/Quality_management
 http://www.empf.org/empfasis/aug04/prop.htm

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INFORMATION SHEET 3.1

Quality Improvement

In technical usage, quality can have two meanings:

1. the characteristics of a product or service that bear on its ability to satisfy

stated or implied needs.

2. a product or service free of deficiencies.

The quality of a product or service refers to the perception of the degree to

which the product or service meets the customer's expectations. Quality has no
specific meaning unless related to a specific function and/or object. Quality is a
perceptual, conditional and somewhat subjective attribute.

The dimensions of quality refer to the attributes that quality achieves in

Operations Management:

Quality <-> Dependability <-> Speed <-> Flexibility <-> Cost

 Quality supports dependability

 Dependability supports Speed

 Speed supports Flexibility

 Flexibility supports Cost.

In the manufacturing industry it is commonly stated that “Quality drives

productivity.” Improved productivity is a source of greater revenues, employment
opportunities and technological advances. The best way to think about quality is
in process control. If the process is under control, inspection is not necessary.
However, there is one characteristic of modern quality that is universal. In the
past, when we tried to improve quality, typically defined as producing fewer
defective parts, we did so at the expense of increased cost, increased task time,
longer cycle time, etc.

Quality Management Terms:

Quality Improvement can be distinguished from Quality Control in that Quality
Improvement is the purposeful change of a process to improve the reliability of
achieving an outcome.
Quality Control is the ongoing effort to maintain the integrity of a process to
maintain the reliability of achieving an outcome.
Quality Assurance is the planned or systematic actions necessary to provide
enough confidence that a product or service will satisfy the given requirements
for quality.

Quality and Task-Completion Checking

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With development teams of two or three in daily contact and frequently

exchanging views and criticisms, detailed, written quality and task-completion
checking procedures may be felt to be unnecessary. Procedures still need to be
agreed and the results need to be documented. The need to check quality and
task completion applies at all stages of the development process but is
underlined especially during the prototype validation stages.

The importance of documenting checks applies whatever the size of the team
and whatever the complexity of the software. In the production of assets, this
may involve checking to confirm the following:

 that all the asset files listed in the product specification document have
been produced;

 that files are correctly named;

 that files are the correct byte size or near the

projected file size (examining the file-sizes in a
directory listing can be helpful in identifying
problem files which are either much too large or
much too small);

 that files are the correct resolution (screen-size and

bit-depth in the case of graphics; duration,
sampling frequency and bit-depth in the case of sound files);

 that the quality of files displaying on the target monitor or heard on target
listening equipment is acceptable.

Note that sampling is seldom a satisfactory checking method. Checking

should be exhaustive, unless for reasons of time or economy this is impossible.
Usually, however, trying to economize on checking and testing is a false
economy and cutting corners here will often come back to haunt the
development team. At the end of the day, all files will need to be tested and, if at
all possible, this should be done sooner rather than at a later trial stage.

Quality Improvement Processes

Manufacturers can choose from a variety of tools to improve their quality

processes. The trick is to know which tools to use for each situation and
increasing the sophistication of the tools in the repertoire.

Easy to implement and follow up, the most commonly used and well-
known quality process is the plan/do/check/act (PDCA) cycle (Figure 1). Other
processes are a takeoff of this method, much in the way that computers today
are takeoffs of the original IBM system. The PDCA cycle promotes continuous
improvement and should thus be visualized as a spiral instead of a closed circle.

Another popular quality improvement process is the six-step PROFIT model

in which the acronym stands for:

P = Problem definition.
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R = Root cause identification and analysis.

O = Optimal solution based on root cause(s).

F = Finalize how the corrective action will be implemented.

I = Implement the plan.

T = Track the effectiveness of the implementation and verify that the desired
results are met.

If the desired results are not met, the cycle is repeated. Both the PDCA
and the PROFIT models can be used for problem solving as well as for continuous
quality improvement. In companies that follow total quality principles, whichever
model is chosen should be used consistently in every department or function in
which quality improvement teams are working.

Figure 1. The most common

process for quality improvement is
the plan/do/check/act cycle
outlined above. The cycle
promotes continuous
improvement and should be
thought of as a spiral, not a circle.

Once the basic

problem-solving or quality
improvement process is
understood, the addition of
quality tools can make the
process proceed more
quickly and systematically.
Seven simple tools can be used by any professional to ease the quality
improvement process: flowcharts, check sheets, Pareto diagrams, cause and
effect diagrams, histograms, scatter diagrams, and control charts. (Some books
describe a graph instead of a flowchart as one of the seven tools.)

The key to successful problem resolution is the ability to identify the

problem, use the appropriate tools based on the nature of the problem, and
communicate the solution quickly to others. Inexperienced personnel might do
best by starting with the Pareto chart and the cause and effect diagram before
tackling the use of the other tools. Those two tools are used most widely by
quality improvement teams.

FLOWCHARTS

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Flowcharts describe a process in as

much detail as possible by graphically
displaying the steps in proper sequence. A
good flowchart should show all process steps
under analysis by the quality improvement
team, identify critical process points for
control, suggest areas for further
improvement, and help explain and solve a
problem.

Flowcharts can be simple, such as the

one featured in Figure 2, or they can be
made up of numerous boxes, symbols, and
if/then directional steps. In more complex
versions, flowcharts indicate the process
steps in the appropriate sequence, the
conditions in those steps, and the related
constraints by using elements such as
arrows, yes/no choices, or if/then
statements.

Figure 2. A basic production process

flowchart displays several paths a
part can travel from the time it hits
the receiving dock to final shipping.

CHECK SHEETS

Check sheets help organize data by category. They show how many
times each particular value occurs, and their information is increasingly
helpful as more data are collected. More than 50 observations should be
available to be charted for this tool to be really useful. Check sheets
minimize clerical work since the operator merely adds a mark to the tally
on the prepared sheet rather than writing out a figure (Figure 3). By
showing the frequency of a particular defect (e.g., in a molded part) and
how often it occurs in a specific location, check sheets help operators spot
problems. The check sheet example shows a list of molded part defects on
a production line covering a week's time. One can easily see where to set
priorities based on results shown on this check sheet. Assuming the
production flow is the same on each day, the part with the largest number
of defects carries the highest priority for correction.

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Figure 3. Because it clearly organizes data, a check sheet is the easiest way to track
information.

PARETO DIAGRAMS

The Pareto diagram is named after Vilfredo Pareto, a 19th-century Italian

economist. are caused by 20% of the potential sources.

A Pareto diagram puts data in a

hierarchical order (Figure 4), which
allows the most significant problems
to be corrected first. The Pareto
analysis technique is used primarily
to identify and evaluate
nonconformities, although it can
summarize all types of data. It is
perhaps the diagram most often used
in management presentations.

To create a Pareto diagram, the operator

collects random data, regroups the
categories in order of frequency, and creates a bar graph based on the results.

Figure 4. By rearranging random data,

a Pareto diagram identifies and ranks
nonconformities in the quality process
in descending order.

CAUSE AND EFFECT DIAGRAMS

The cause and effect diagram is sometimes called an Ishikawa diagram
after its inventor. It is also known as a fish bone diagram because of its shape. A
cause and effect diagram describes a relationship between variables. The
undesirable outcome is shown as effect, and related causes are shown leading
to, the said effect. This popular tool has one severe limitation, however, in that
users can overlook important, complex interactions between causes. Thus, if a
problem is caused by a combination of factors, it is difficult to use this tool to
depict and solve it.

Figure 5. Fish bone diagrams display the

various possible causes of the final effect.

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Further analysis can prioritize them.

A fish bone diagram displays all contributing factors and their relationships
to the outcome to identify areas where data should be collected and analyzed.
The major areas of potential causes are shown as the main bones, Later, the
subareas are depicted. Thorough analysis of each cause can eliminate causes
one by one, and the most probable root cause can be selected for corrective
action. Quantitative information can also be used to prioritize means for
improvement, whether it be to machine, design, or operator.

HISTOGRAMS

The histogram plots data in a frequency distribution table. What

distinguishes the histogram from a check sheet is that its data are grouped into
rows so that the identity of individual values is lost. Commonly used to present
quality improvement data, histograms work best with small amounts of data that
vary considerably. When used in process capability studies, histograms can
display specification limits to show what portion of the data does not meet the
specifications.

After the raw data are collected, they are

grouped in value and frequency and plotted in
a graphical form (Figure 6). A histogram's
shape shows the nature of the distribution of
the data, as well as central tendency (average)
and variability. Specification limits can be used
to display the capability of the process.

Figure 6. A histogram is an easy way to see the

distribution of the
data, its average, and
variability.

SCATTER DIAGRAMS

A scatter diagram shows how two variables are

related and is thus used to test for cause and effect
relationships. It cannot prove that one variable
causes the change in the other, only that a
relationship exists and how strong it is. In a scatter
diagram, the horizontal (x) axis represents the
measurement values of one variable, and the vertical

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(y) axis represents the measurements of the second variable. Figure 7 shows
part clearance values on the x-axis and the corresponding quantitative
measurement values on the y-axis.

Figure 7. The plotted data points in a scatter diagram show the relationship between two
variables.

CONTROL CHARTS

A control chart displays statistically

determined upper and lower limits drawn
on either side of a process average. This
chart shows if the collected data are
within upper and lower limits previously
determined through statistical
calculations of raw data from earlier trials
(Figure 8).

Figure 8. Data points that fall outside the

upper and lower control limits leads to
investigation and correction of the process.

In preparing a control chart, the mean

upper control limit (UCL) and lower control
limit (LCL) of an approved process and its
data are calculated. A blank control chart with mean UCL and LCL with no data
points is created; data points are added as they are statistically calculated from
the raw data.

SELF-CHECK 3.1

I. Define the following.

1. Quality

___________________________________________________
___________________________________________________
___________________________________________________

2. Flow Chart

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___________________________________________________
___________________________________________________
___________________________________________________

3. Check Sheet

___________________________________________________
___________________________________________________
___________________________________________________

4. Pareto Diagram

___________________________________________________
___________________________________________________
___________________________________________________

ACTIVITY 3.1

Provided with the needed tools, testing devices and materials in improving
quality processes, classify them using a check sheet to determine their condition.

CONDITION

Tools Good Defective

1.
2
3

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Testing devices
1.
2
3

Materials
1.
2
3

ASSIGNMENT

As a Computer Hardware Servicing student, what tools are

appropriate in your industry?

Cut pictures of tools used in Computer Hardware Servicing and be able to

identify their functions.

Reference:
 Mc Laughlin, Robert, Sasser, Susan Ralston, Fix your own PC. Philippines
Graphics Arts, Inc., Tandang Sora St., Caloocan City
 Legaspi, Carlos, Caina, Mark Anthony Operate A Personal Computer.
Dasmarinas Computer Learning Center.

ANSWER KEY 1.1.1

1. Selection of material, Testing of Material, Cost of Material

2. Good Quality, Reliable, Low Cost, Suitable for Project

3. – Match the packing slip to the items received and ensures that
the materials are destined on tour department.
- That you are receiving materials indicated on the purchase
order regard with its quantity and discount.
- That the materials are in acceptable condition.
- The terms regarding installation and/or set-up of equipment are
met.

ANSWER KEY 1.2.2

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I. II.
1. QN 1. TRUE
2. QL 2. FALSE
3. QL 3. TRUE
4. QN 4. TRUE
5. QN 5. FALSE
6. QN
7. QN III.
8. QN Workplace procedure is a written
9. QN instructions that identifies the
health
10. QL and safety issues that may arise
from
jobs and tasks.

ANSWER KEY 1.2.2

1. T
2. F
3. T
4. F
5. F

ANSWER KEY 1.3.1

1. Quality is the characteristics of a product that bear on its ability to

satisfy or implied needs.
2. Flowchart describes a process by graphically displaying the steps in
proper sequence.
3. Check Sheet helps organize data by category.
4. Pareto Diagram puts data in hierarchical order which allows the
most significant problems to be corrected fir

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