Apply Quality Control TTLM Final

Ethiopian TVET System Training, Teaching and Learning Materials Developmentt
Ethiopian TVET-System
Data base
Administration Level III
Learning Guide
Unit of Competence: Applying Quality Control
MODULE TITLE: Applying Quality Control
MODULE CODE: ICT DBA3 04 1110
NOMINAL DURATION: 32 hrs
LO1: Assess own work
TTLM Development Manual WCIC College Page 1 of 48

Information Technology Department
Standards against workplace being undertaken.

Information Sheet – 1
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.
 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 portfolio.
6. training
Read the information written in the “Information Sheet 2”.
7. Submit your accomplished Self-check 2. This will form part of your portfolio
8. training
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.

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.
 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 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.
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 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?
 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). The ISO 9001:2008 standard has four elements:
 management responsibility - ensuring top level management shows commitment to the quality system
and develops it according to customers' needs and the business' objectives
 resource management - ensuring the people, infrastructure and work environment needed to implement
and improve quality systems are in place

 product realization - delivering what customers want, looking at areas such as sales processes, design
and
development, purchasing, production or service activities
 measurement, analysis and improvement - checking whether you have satisfied customers by carrying
out other measurements of your system's effectiveness
The advantages of ISO 9001:2008 for your business can include:
 greater efficiency and less waste

 consistent control of major business processes, through key processes lists - see our example key
processes master list - Opens in a new window
 regulation of successful working practices
 risk management
 increased customer satisfaction
 greater consistency in the quality of products and services through better control of processes
 differentiation of your business from its competitors
 increased profits
 exploitation of new markets, both in the UK and overseas
However, you should also be aware of some of the disadvantages to implementing the standard. These can include:
 the cost of getting and keeping the certification

 the time involved
 overcoming opposition to implementing change from within the business
The standard is adaptable to your business' needs and resources, though you may need the help of a consultant.
The ISO 9004:2009 standard
ISO 9004:2009 goes beyond ISO 9001:2008 and provides guidance on how you can continually improve your business'
quality management system. It also contains information on managing for sustained success. This can benefit not only your
customers
but also:
 employees
 owners
 suppliers
 society in general
By measuring these groups' satisfaction with your business, you'll be able to assess whether you're continuing to
improve. The ISO 9000 series, which includes 9001 and 9004, is based around eight quality management principles that
your senior
managers should use as a framework for improvements to the business:
 Customer focus - they must understand and fulfill customer needs.

 Leadership - they should demonstrate strong leadership skills to increase employee motivation.
 Involvement of people - all levels of staff should be aware of their responsibilities within the business and
the importance of providing what the customer requires.
 Process approach - identifying your essential business activities and considering each one as part of a process.
 System approach to management - managing your processes together as a system, leading to greater efficiency
and
focus. You could think of each process as a cog in a machine, helping it to run smoothly.
 Continual improvement - this should be a permanent business objective.
 Factual approach to decision-making - senior staff should base decisions on thorough analysis of data and
information.
 Mutually beneficial supplier relationships - managers should 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.

Understand the work activities and completed 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
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.
TTLM Development Manual AW TVET College Page 9 of 48
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
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.
TTLM Development Manual WORABE CONSTRUCTION&INDUSTRIAL COLLEGE Page 10 of 48
Name:____________________ Date:_________________
Instruction: Answer all the questions listed below, if you have some clarifications- feel free to ask your teacher.
1. What are the 10 Processes to sharpen your project management skills?
Information Sheet – 3 Isolate Company products policies and 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
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.
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:

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.
Ethiopian TVET System Training, Teaching and Learning Materials Development
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
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:_________________
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?
Operation Sheet 4 Identified causes in accordance with workplace procedures

Identifying the hazards

Some factors in the workplace may increase the risk of an injury occurring. These hazards can be identified in
different ways:
 Walk through the workplace and look for potential hazards.

 Talk over risk factors with workers.
 Check through injury records to help pinpoint recurring problems.
 Regularly monitor and update risk identification.
Assessing the risks
The next step is to assess which factors are contributing to the risk of
injury. Typical risk factors include:
 Type of work – working in a fixed posture for a prolonged period of time can increase the risk of injury.
 Layout of the workspace – a cramped or poorly designed workspace can increase the risk of injury by
forcing people to assume awkward postures, such as bending or twisting.
 Weight of an object – a heavy load may be difficult to lift and carry and can increase the risk of injury.
 Location of an object – heavy objects that have to be lifted awkwardly, for example above shoulder
height
or from below knee level, can increase the risk of injury.
 Duration and frequency – increasing the number of times an object is handled or the length of time for
which it is handled can increase the chance of injury.
 Condition of an object – more effort may be required to manipulate badly designed or poorly maintained
equipment
 Awkward loads – loads that are difficult to grasp, slippery or an awkward shape can increase the risk
of injury.
 Handling a live person or animal – lifting or restraining a person or animal can cause sprains and other
injuries.
Reducing or eliminating the risk

After identifying workplace hazards and controlling the risks, you can do several things to reduce the risk of
manual handling injuries. These tips can help reduce injury at home as well as at work.
Safety suggestions include:
 Change the task - does this task need to be carried out? If so, does it have to be done this way?
 Change the object – for example, repack a heavy load into smaller parcels.
 Change the workspace – for example, use ergonomic furniture and make sure work benches are at
optimum heights to limit bending or stretching.
 Use mechanical aids – like wheelbarrows, conveyor belts, cranes or forklifts.
 Change the nature of the work – for example, offer frequent breaks or the chance to do different tasks.
 Offer proper training – inexperienced workers are more likely to be injured.

Protecting your back

the back is particularly vulnerable to manual handling injuries. Safety suggestions include:
 Warm up cold muscles with gentle stretches before engaging in any manual work.
 Lift and carry heavy loads correctly by keeping the load close to the body and lifting with the thigh
muscles.
 Never attempt to lift or carry loads if you think they are too heavy.
 Pushing a load (using your body weight to assist) will be less stressful on your body than pulling a load.
 Use mechanical aids or get help to lift or carry a heavy load whenever possible.
 Organize the work area to reduce the amount of bending, twisting and stretching required.
 Take frequent breaks.
 Cool down after heavy work with gentle, sustained stretches.
 Exercise regularly to strengthen muscles and ligaments.
 Lose any excess body fat to improve fitness.
Professional advice
Your workplace occupational health and safety coordinator can give you advice about managing the risks
associated
with manual handling.
Where to get help
 Your manager or supervisor

 Your elected Health and Safety Representative and your workplace occupational health and
safety coordinator
 Your doctor
Things to remember
 Changing workplace design is an effective way to prevent manual handling injuries.

 There are organizations that can offer information and advice on modifying the workplace or work
practices.
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.
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
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?
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?
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

5. training
training
*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.
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.
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?

Note: Satisfactory rating – 18 points above / Unsatisfactory - below 18 points. You can ask you teacher for
the copy of the correct answers

using appropriate measuring 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.
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?

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
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.
Name:____________________ Date:_________________
1.How do you identifying the potential Failure on power supply?

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

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

5. training
training

*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.
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.
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 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 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.
TTLM Development Manual AW TVET College Page 34 of 48

t
Ethiopian TVET System Training, Teaching and Learning Materials Development
Work quality according to the company 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 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:_________________
1. Explain QUALITY AT WORK
LO4: Study causes of quality deviations
Information Sheet-1 LO4- Study causes of quality 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

5. training
8. Submit your accomplished Self-check 2. This will form part of your training portfolio
Causes of deviations from final products with workplace

Information Sheet – 1 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.
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:
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.

Name:____________________ Date:_________________
1. What is a Deviation?
2. list down the types of Deviations
3. list down Levels of Deviation Risks

Suitable preventive action based on workplace

Information Sheet – 1 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 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?

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

5. training
8. Submit your accomplished Self-check 2. This will form part of your training portfolio

Records Information on quality production 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.
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?
Records all production processes and 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 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.
Name:____________________ Date:_________________
1. What is Production process?

2. What are the three Types of process?



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Ethiopian TVET System Training, Teaching and Learning Materials Developmentt

LO1: Assess own work

TTLM Development Manual WCIC College Page 1 of 48

Standards against workplace being undertaken.

 Standards against workplace being undertaken.

1. Read the specific objectives of this Learning Guide.

TTLM Development Manual WCIC College Page 2 of 48

Apply quality standards and procedures

Your quality policy should:

Responsibility and authority

TTLM Development Manual WCIC College Page 3 of 48

 Monitor the performance of your quality system.

TTLM Development Manual WCIC College Page 4 of 48

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 services

The ISO 9001:2008 standard

2010). The ISO 9001:2008 standard has four elements:

TTLM Development Manual WCIC College Page 6 of 48

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

TTLM Development Manual WCIC College Page 8 of 48

Understand the work activities and completed work process

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?

Information Sheet – 3 Isolate Company products policies and procedures

Ethiopian TVET System Training, Teaching and Learning Materials Developmentt

Basic model of strategic management

Strategic decision making

Making better strategic decisions

Role of strategic management

Scanning of external environmental variables

Monitoring of social trends

Ethiopian TVET System Training, Teaching and Learning Materials Developmentt

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

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Self Check 3 Written Test

Activity 1: Determine client requirements

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

Operation Sheet 4 Identified causes in accordance with workplace procedures

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Identifying the hazards

 Walk through the workplace and look for potential hazards.

Assessing the risks