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COMMON COMPETENCY
APPLY QUALITY
STANDARDS
Date Document No.

CBLM on Developed: Issued by:
Testing Electronic October, 2015 ADVANCE Institute Page 1 of 23
Component of Technology
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INFORMATION SHEET 2.1.1
Applying quality standards
These are the things to be considered when:
A.Receiving Materials:
1. Match the packing slip to the items received and ensures that the materials are
destined on tour department.
2. That you are receiving the materials indicated on the purchase order with regard
to quantity and discount.
3. That the materials are in acceptable condition.
4. That terms regarding installation and/or set-up of equipment are met.
B. Receiving Reports
Whenever goods are received:

1. The person receiving the goods must document, using the administrative
software, that all goods were received for each requisition before any payment can
be made to the vendor.
2. Any exceptions must be noted so that partial payments can be processed or

defective goods can be returned.
C. Return of Merchandise
When merchandise is received which is incomplete or defective, the supervisor will
return the materials to the supplier or to the store where it was bought and make
arrangements with the vendor for replacement. D. Make an Inventory Report of
the Materials
All materials received must be listed and be reported to monitor how many materials
are already on hand, purchased or damaged.
Effective management checks are an important means of providing assurance of the
integrity and security of the benefit processes. They are also useful in identifying
training needs; indicating possible weaknesses in procedure and ensuring the
section meets its accuracy target set for Best Value Performance Indicators
purposes. Methodology
The teacher will be the assessor. Students will be randomly assigned that will: 1.) act
as Quality Checker; 2.) responsible for monitoring and coordinating the checking
arrangements and; 3.) must generate reports when receiving the equipments.
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
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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)
Example of Assessment of Materials Received (to be completed by the Quality

checker)
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Activity Sheet 1.1.1
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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WORKSHEET 1.2.1
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 risk. 1.1 Identify hazards in the work
area and during the performance of
workplace duties. 1.2 Assess level
of risk
2. Follow procedures and strategies for 2.1 Report hazards in the work area to
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 workplace. 3.1 Describe employee rights regarding
consultation on OHS matters
3.2 Raise task and/or job specific OHS
issues with appropriate people in
accordance with workplace procedures
and relevant OHS legislative
requirements
3.3 Contribute to participative
arrangement for OHS management in
the workplace within organizational
procedures and the scope of
responsibilities and competencies 3.4
Provide feedback to supervisor on
hazards in work area in line with
organizational OHS policies and
procedures
3.5 Provide support in implementing
procedures to control risks in accordance
with organizational procedures
Work instruction may be: Verbal Written In English In a

community language Provided visually
eg. video, OHS signs, symbols and
other pictorial, presentation, etc.
Controlling risks in the work area may Application of the hierarchy of control,
include: namely:
Eliminate the risk
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Reduce/minimize the risk through
Engineering controls
Administrative controls
Personal protective equipment
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Reports identifying workplace hazards Face to face Phone messages Notes
may be verbal or written and may Memos Specially designed report forms
include:
Examples of OHS issues which may Hazards identified

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

A. Quantity of work (untimely completion, limited production)
1. Poor prioritizing, timing, scheduling
2. Lost time
Tardiness, absenteeism, leaving without permission
Excessive visiting, phone use, break time, use of the Internet
Misuse of sick leave
3. Slow response to work requests, untimely completion of assignments
4. Preventable accidents
B. Quality of work (failure to meet quality standards)
1. Inaccuracies, errors
2. Failure to meet expectations for product quality, cost or service

3. Customer/client dissatisfaction
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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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Activity Sheet 1.2.1
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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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?
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Is there a risk of this hardware being released into the environment (e.g. the water)
in the first instance or after the working life of the product or hardware has expired?
2. Production Process
In production process, checking of quality assurance must be highly considered.
Quality assurance covers all activities from design, development, production,
installation, servicing and documentation. This introduced the rules: "fit for purpose"
and "do it right the first time". It includes the regulation of the quality of raw materials,
assemblies, products and components; services related to production; and
management, production, and inspection processes.
A. FAILURE TESTING
A valuable process to perform on a whole consumer product is failure testing, the
operation of a product until it fails, often under stresses such as increasing vibration,
temperature and humidity. This exposes many unanticipated weaknesses in a
product, and the data is used to drive engineering and manufacturing process
improvements.
B. STATISTICAL CONTROL
Many organizations use statistical process control to bring the organization to Six
Sigma levels of quality, in other words, so that the likelihood of an unexpected failure
is confined to six standard deviations on the normal distribution. Traditional statistical
process controls in manufacturing operations usually proceed by randomly sampling
and testing a fraction of the output. Variances of critical tolerances are continuously
tracked, and manufacturing processes are corrected before bad parts can be
produced.
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.
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As the most important factor had been ignored, a few refinements had to be
introduced:
1. Marketing had to carry out their work properly and define the customer’s
specifications.
2. Specifications had to be defined to conform to these requirements.
3. Conformance to specifications i.e. drawings, standards and other relevant
documents, were introduced during manufacturing, planning and control.
4. Management had to confirm all operators are equal to the work imposed on them
and holidays, celebrations and disputes did not affect any of the quality levels.
5. Inspections and tests were carried out, and all components and materials, bought
in or otherwise, conformed to the specifications, and the measuring equipment
was accurate, this is the responsibility of the QA/QC department.
6. Any complaints received from the customers were satisfactorily dealt with in a
timely manner.
7. Feedback from the user/customer is used to review designs
8. Consistent data recording and assessment and documentation integrity.
9. Product and/or process change management and notification.
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.
Quality System Requirements Contents
1 Management responsibility Define and document
commitment, policy and
objec- tives, responsibility
and authority, verification
resources and personnel.
Appoint a management
representative and
conduct regular reviews
of the system
2 Quality system Establish and maintain a
documented quality
system ensuring that
products conform to
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specified requirements
3 Contract Review Ensure that customer's
contractual requirements
are evaluated and met
4 Product development Plan, control and verify
product development to
ensure that specified
requirements are met
5 Document control System for control and
identification of all
documents regarding
quality, e.g. procedures,
instructions, and
specifications
6 Purchasing Ensure that purchased
products conform to
specified requirements
7 Product identification and traceability System to identify and
control traceability of
product at all stages from
raw materials through
production to the final
product as delivered to
the customer
8 Process control Ensure and plan the
control of production
which directLy effects
quality by documented
work instructions,
monitoring and control of
processes
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9 Inspection and testing Inspect and test incoming
products, intermediate
and final product;
establish product
conformance to specified
requirements and identify
non-conforming pro-
ducts; maintain inspection
and test records
10 Inspection, measuring and test equipment Selection and control of
equipment to ensure
reliability and accuracy in
measuring data
11 Inspection and test status For the whole process the
products shall be
identified and clearly
marked concerning test
status, including
indication of conformance
or non-conformance
12 Control of non-conforming products Identification,
documentation,
evaluation, isolation (if
possible) and disposition
of non-conforming
products
13 Corrective actions delivery Prevention of
reoccurrence of failures
(non-conformance)
15 Quality records Records, including those
which demonstrate that
the specified
requirements have
16 Internal Quality Audits Regular, planned internal
audits shall be carried
out, documented and
recorded to verify the
effectiveness of the
quality system
17 Training Training requirements at
all levels shall be
identified and the training
Date Developed: Document No.

October, 2015 Issued by:
CBLM on
ADVANCE Institute of
Testing Electronic Developed by: Page 16 of 23
Technology
Component
planned, conducted and
recorded
18 Cleaning and Disinfection Although not required by
the ISO 9000 standards,
these two points should
be given special attention
in all food companies
19 Personal hygiene
4. Customer Service
According to Turban et al, 2002, “Customer service is a series of activities designed

to enhance the level of customer’s satisfaction – that is, the feeling that a product or
service has met the customer’s expectation”. Its importance varies by product,
industry and customer.
ACTIVITY SHEET 1.2.2

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

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Technology
Component
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 and Task-Completion Checking
With development teams of two or three in daily contact and frequently exchanging
views and criticisms, detailed, written quality and task-completion checking
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procedures may be felt to be unnecessary. Procedures still need to be agreed and
the results need to be documented. The need to check quality and task completion
applies at all stages of the development process but is underlined especially during
the prototype validation stages.
The importance of documenting checks applies whatever the size of the team and
whatever the complexity of the software. In the production of assets, this may involve
checking to confirm the following: that all the asset files listed in the product
specification document have been
produced;
that files are correctly named;
that files are the correct byte size or near the projected file size (examining the
file-sizes in a directory listing can be helpful in identifying problem files which are
either much too large or much too small);
that files are the correct resolution (screen-size and bit- depth in the case of
graphics; duration, sampling frequency and bit-depth in the case of sound files);
that the quality of files displaying on the target monitor or heard on target listening
equipment is acceptable.
Note that sampling is seldom a satisfactory checking method. Checking should be

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

Manufacturers can choose from a variety of tools to improve their quality processes.
The trick is to know which tools to use for each situation and increasing the
sophistication of the tools in the repertoire.
Easy to implement and follow up, the most commonly used and well-known quality
process is the plan/do/check/act (PDCA) cycle (Figure 1). Other processes are a
takeoff of this method, much in the way that computers today are takeoffs of the
original IBM system. The PDCA cycle promotes continuous improvement and should
thus be visualized as a spiral instead of a closed circle.
Another popular quality improvement process is the six-step PROFIT model in which
the acronym stands for:
P = Problem definition.
R = Root cause identification and analysis.
O = Optimal solution based on root cause(s).
F = Finalize how the corrective action will be implemented.

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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.
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
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.
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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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Component
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.
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COMMON COMPETENCY

Date Document No.

Whenever goods are received:

2. Any exceptions must be noted so that partial payments can be processed or

Date Document No.

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

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

Date Document No.

Date Document No.

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

Date Document No.

Work instruction may be: Verbal Written In English In a

Date Document No.

Examples of OHS issues which may Hazards identified

TYPES AND WORK-RELATED ERRORS

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

Date Document No.

Resistance to policy, procedure, work method changes

Lack of flexibility in response to problems

C. Inappropriate interpersonal relations

Impatient, inconsiderate, argumentative

Destructive humor, sarcasm, horseplay, fighting

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

Sleeping on the job

Alcohol or drug use

Problems with personal hygiene

Threatening, hostile, or intimidating behavior

Date Document No.

Date Document No.

Date Document No.

D. TOTAL QUALITY CONTROL

Date Document No.

Date Developed: Document No.

According to Turban et al, 2002, “Customer service is a series of activities designed

ACTIVITY SHEET 1.2.2

Date Document No.

Date Developed: Document No.

that files are correctly named;

Note that sampling is seldom a satisfactory checking method. Checking should be

Quality Improvement Processes

Date Developed: Document No.

Once the basic problem-solving or quality improvement process is understood, the

Date Document No.

Date Developed: Document No.

Figure 4. By rearranging random data, a Pareto diagram identifies and ranks

Date Document No.

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