1. Design quality and process quality both are part of quality management.

Quality management is a
functional tool of any company which ensures their products and business strategy to meet certain
standards. Design quality and process quality are the two common areas of quality standards. Design
quality emphasizes on products or services produced or provided by the companies whereas process
quality emphasizes on the methods by which company is producing it.

Design quality is considered as a responsibility of individuals to test goods and services randomly to
ensure the certain company's standards. Process quality is controlled by the operational managers, who
taking care of company's production activities on a regular basis.

2. HOTEL

 Performance Quality. Does the software deliver all content, functions, and features that are
specified as part of the requirements model in a way that provides value to the end-user?
-Prompt service, how well the delivered service match customer’s expectation
 Feature quality. Does the software provide features that surprise and delight first-time end-
users?
-Complimentary drinks, food, cold towels (Variety of hotel services)
 Reliability. Does the software deliver all features and capability without failure? Is it available
when it is needed? Does it deliver functionality that is error free?
-Hotel’s ability to perform services accurately and on time right at the first time
 Conformance. Does the software conform to local and external software standards that are
relevant to the application? Does it conform to de facto design and coding conventions? For
example, does the user interface conform to accepted design rules for menu selection or data
input?
-Focus on accuracy, timeliness and include counts of processing errors, unanticipated delays
 Durability. Can the software be maintained (changed) or corrected (debugged) without the
inadvertent generation of unintended side effects? Will changes cause the error rate or
reliability to degrade with time?
-
 Serviceability. Can the software be maintained (changed) or corrected (debugged) in an
acceptably short time period. Can support staff acquire all information they need to make
changes or correct defects?
-nature of dealings w/ service personnel (where problems are not immediately resolved &
complaint are filed, a company’s complaint handling procedures are also likely to affect
customer’s ultimate evaluation of products & services quality(responsiveness of the staffs)
 Aesthetics. Most of us would agree that an aesthetic entity has certain elegance, a unique flow,
and an obvious “presence” that are hard to quantify but evident nonetheless.
-How a product looks, feel, sound, taste or smell physical facilities at hotel/rom, appealing
decors, taste of food
  Perception. In some situations, you have a set of prejudices that will influence your perception
of quality.
-reputation of the hotel
 Competing Quality- noise level, comfort-ability of the bed, quality of services, quality of food
in the hotel and how the hotel’s build trust in customers about hotel services, cleanliness of
the hotel

3. Describe one element of the process quality and be able to provide an example of it.

4. Dr. Philip B. Crosby's He stressed the importance of “doing it right the first time", laid out the road
map to quality improvement in his 14-step approach and established the four absolutes of quality. But
among a lengthy list of accomplishments, Crosby is perhaps best known for promoting a standard
of excellence based on nothing-the concept of zero defects. Developed “Zero Defects “. Quality is
conformance to requirements (His teaching can summarized in 14 steps) Management commitment,
Teamwork, Measurement, educate and train, goal setting, recognition, etc.

His seminal approach to quality was laid out in Quality is free and is often summarized as the 14 steps:

The 14 steps

1. Management commitment: The need for quality improvement must be recognized and adopted
by management, with an emphasis on the need for defect prevention. Quality improvement is
equated with profit improvement. A quality policy is needed which states that '… each individual
is expected to perform exactly like the requirement or cause the requirement to be officially
changed to what we and the customer really need.'

 Top management must become convinced of the need for quality improvement, and must
make its commitment clear to the entire company.

2. Quality improvement team: Representatives from each department or function should be

brought together to form a quality improvement team. These should be people who have
sufficient authority to commit the area they represent to action.

 Management must form a team of department heads to oversee quality improvement.

3. Quality measurement: The status of quality should be determined throughout the company.
This means establishing quality measures for each area of activity that are recorded to show
where improvement is possible, and where corrective action is necessary. Crosby advocates
delegation of this task to the people who actually do the job, so setting the stage for defect
prevention on the job, where it really counts.
 Quality measurement appropriate to every activity must be established to identify areas
needing improvement.

4. Cost of quality evaluation: The cost of quality is not an absolute performance measurement,
but an indication of where the action necessary to correct a defect will result in greater
profitability.

 The controller’s office should make an estimate of the cost of quality to identify areas where
quality improvement would be profitable.

5. Quality awareness: This involves, through training and the provision of visible evidence of the
concern for quality improvement, making employees aware of the cost to the company of
defects. Crosby stresses that this sharing process is a - or even the - key step in his view of
quality.

 Quality awareness must be raised among employees. They must understand the important of
product conformance and the cost of nonconformance.

6. Corrective action: Discussion about problems will bring solutions to light and also raise other
elements for improvement. People need to see that problems are being resolved on a regular
basis. Corrective action should then become a habit.

 Opportunities for correction are generated by steps 3 and 4,as well as discussions among
employee.

7. Establish an ad-hoc committee for the Zero Defects Programme: Zero Defects is not a
motivation programme - its purpose is to communicate and instill the notion that everyone
should do things right first time.

8. Supervisor training: All managers should undergo formal training on the 14 steps before they
are implemented. A manager should understand each of the 14 steps well enough to be able to
explain them to his or her people.

9. Zero Defects Day: It is important that the commitment to Zero Defects as the performance
standard of the company makes an impact, and that everyone gets the same message in the
same way. Zero Defects Day, when supervisors explain the programme to their people, should
make a lasting impression as a 'new attitude' day.

10. Goal setting: Each supervisor gets his or her people to establish specific, measurable goals to
strive for. Usually, these comprise 30-, 60-, and 90-day goals.

11. Error cause removal: Employees are asked to describe, on a simple, one-page form, any
problems that prevent them from carrying out error-free work. Problems should be
acknowledged within twenty-four hours by the function or unit to which the problem is
 addressed. This constitutes a key step in building up trust, as people will begin to grow more
confident that their problems will be addressed and dealt with.

12. Recognition: It is important to recognise those who meet their goals or perform outstanding
acts with a prize or award, although this should not be in financial form. The act of recognition is
what is important.

13. Quality Councils: The quality professionals and team-leaders should meet regularly to discuss
improvements and upgrades to the quality programme.

14. Do it over again: During the course of a typical programme, lasting from 12 to18 months,
turnover and change will dissipate much of the educational process.It is important to set up a
new team of representatives and begin the programme over again, starting with Zero Defects
day. This 'starting over again' helps quality to become ingrained in the organisation.

Crosby's “Basic Elements of Improvement” include determination, education, and implementation. By

determination, Crosby means that top management must be serious about quality improvement. The
“Absolutes” should be understood by everyone; this can be accomplished only through education.
Finally, every member of the management team must understand the implementation process.

 The key to successful implementation of quality principles and methods is tied directly to
leadership. In fact, lack of management and leadership commitment is considered by Crosby to
be the number one cause of quality system failure.

5. Deming’s Point No. 9 – Break down Barriers between Staff Areas

 9th point is what organization leadership is all about.

To quote Deming himself – “Management Creates the System” this simply means that the culture, focus
and goals of the company start at the top.

Teamwork is the ability to work together toward a common vision, even if that vision becomes
extremely blurry

Break down barriers between departments. People in research, design, sales, and production must work
as a team, to foresee problems in production and in use that may be encountered with the product or
service.”

The strategy of breaking down the rigid divisions between departments in a firm, opening up
communication lanes between the different levels and factions within and fostering a sense of
teamwork and unity within the firm, with all members working as a collective unit to move the firm
forward seems to me as a modern necessity.

A firm with design, manufacturing, marketing and sales departments actively working together to
produce the best product possible is clearly more favourable than the case outlined above.
  Optimize all efforts toward the aims and purposes of the company.

Ex. Of barriers that should be remove

 Lack of communication
 Management fails to support interdepartmental workings
 Reward are not structures to encourage corporations
 Lack of credibility
 Lack of trust
 Competition for internal resources

6. PDCA — Plan, Do, Check, Act — are steps toward continuous improvement of processes and

products.

 Study steps & checklist in answering the task given in online class

PLAN:

I use a white board or checklist Journal at home to write down the different task assigned in each class.
This information is quite standard every week, that’s why to me long term planning helps me organize
most of my activities and know my spare time.

DO:

I try to follow my schedule very tightly in order not to move all the main activities around. In regards to
the extra tasks, once I perform them, I check them out of the list to have in mind what’s really missing; I
have already done and know the assigned task I haven’t done yet.

CHECK:

At the end of the day I ask myself if I needed to move any activities, change and allocate more time or
do differently in order to achieve better results next time. And check the learning outcomes or results
from what is planned.

ACT:

Based on the findings in my Study step I adjust the following schedule, re-assign tasks, and check what’s
missing and review the task given in advance.

7. The Pareto chart is a quality improvement tool that is based upon the Pareto principle, the principle
that 80% of an outcome comes from 20% of its inputs.

The 80/20 Rule

It turns out that this 80/20 rule can be applied to many different systems:

 In transportation, 80% of the delays might result from 20% of the possible causes 
  In business, 80% of the revenue might come from 20% of the customers or 20% of the products 
 In a manufacturing process, 80% of the downtime might result from 20% of the problems 

A Pareto chart is one of the key tools used in total quality management and six sigma methodologies. It
is basically a bar chart showing how much each cause contributes to an outcome or effect. The length of
each bar represents the “cost” (in time, number, or money) of each cause, and the bars are arranged
longest to shortest to visually emphasize the most significant or principal causes.

Using Pareto Charts For Quality Control

Pareto charts can be used in several different ways, including:

1. To analyze the frequency of problems or defects in a process 

2. To analyze broad causes by examining their individual components 

3. To help focus efforts on the most significant problems or causes when there are many 

4. To help communicate the significance of problems or causes to others

Steps To Create A Pareto Chart

To create a Pareto chart, perform the following steps:

Establish A Purpose- The first step in creating a Pareto chart is to establish its purpose. What outcome
or effect are you interested in? This could be downtime for a manufacturing process, customer
complaints for a service provider, or delayed shipments for a shipping company.

Determine Causes and Measurement- Next, you must decide how to group the causes and what
measurement is appropriate. Common measurements are time, number, frequency, and cost.

Determine Timeframe- Determine the time frame for the chart. Do you want to look at the data by shift,
day, week, or month?

Collect Data- Determine how the data will be collected. This can be done by hand, using a spreadsheet,
or perhaps most conveniently, using a data historian. The easier this is, and the better defined the
causes, the better. Some PIMS and data historians allow Pareto variables to be entered to help with
downtime and production loss analysis.

Analyze Data-Calculate the subtotal for each cause for the chosen time frame. If desired, you can
calculate the percentage that each cause contributes.

Build Chart-Construct the chart, with causes listed on the x-axis and measurement units on the y-axis

8. Quality costs fall into four categories, which are:

 Prevention costs. You incur a prevention cost in order to keep a quality problem from
occurring. It is the least expensive type of quality cost, and so is highly recommended.
Prevention costs can include proper employee training in assembling products and statistical
process control (for spotting processes that are beginning to generate defective goods), as well
as a robust product design and supplier certification. A focus on prevention tends to reduce
preventable scrap costs, because the scrap never occurs. Ex. are designing the products so that
they will be durable, training employees so they do a good job, certifying suppliers to ensure
that suppliers provide quality in products and services, conducting preventive maintenance
on equipment, and documenting quality procedures and improvements.

 Appraisal costs. As was the case with a prevention cost, an appraisal cost is incurred in
order to keep a quality problem from occurring. This is done through a variety of inspections.
The least expensive is having production workers inspect both incoming and outgoing parts to
and from their workstations, which catches problems faster than other types of inspection. Other
appraisal costs include the destruction of goods as part of the testing process, the depreciation
of test equipment, and supervision of the testing staff. Include the inspection and testing of
raw materials, work-in-process, and finished goods. In addition, quality audits, sampling,
and statistical process control also fall under the umbrella of appraisal costs.  Inspection
and testing of raw materials is very important, since substandard raw materials lead to
substandard products. For example, soft steel will erode away faster than hardened steel.
Moreover, the concrete bridge decking needs to be solid, as concrete with air pockets will
erode and crumble faster creating an unsafe bridge.

 Internal failure costs. An internal failure cost is incurred when a defective product is
produced. This appears in the form of scrapped or reworked goods. The cost of reworking goods
is part of this cost. This cost occurs when quality defects are discovered before they reach
the customer. Ex. of internal failure costs include scrapping a product, reworking the
product, and lost productivity due to machine breakdowns or labor errors. 

 External failure costs. You also incur an external failure cost when a defective product
was produced, but now the cost is much more extensive, because it includes the cost of product
recalls, warranty claims, field service, and potentially even the legal costs associated with
customer lawsuits. It also includes a relatively unquantifiable cost, which is the cost of losing
customers. Examples include product returns, repairs, warranty claims, lost reputation,
and lost business.
9. Cost of Conformance is the money spent, or costs incurred, during the project to avoid failures or to
ensure quality.

Types of Cost of Conformance

1. Prevention Costs 

o Prevention costs are the cost to prevent errors and develop quality products.

o Eg: costs related to training, Documentation processes, Equipment etc..

2. Appraisal Costs 

o Appraisal costs are the costs to assess the quality of the product from time to time. They
are the costs related to evaluating, measuring, auditing, and testing the products,
deliverables, or services of the specific product.

o Eg: Costs related to Testing, Inspections, etc.

What is Cost of Non-Conformance?

Cost of Non-Conformance is the money spent or costs incurred during or after the project, because of
failures due to poor quality.

Types of Cost of Non-Conformance

1. Internal Failure Costs

 These are failure costs that are identified by the project.
 These are costs that occur before the product is released.
 Eg: Rework, Scrap
2. External Failure Costs
 These are failure costs that are identified by the customer.
 These are costs that occur after the product is released to the customer.
 Eg: Warranty work, Liabilities, Lost business etc.

Note: The Cost of Conformance should always be lower than the Cost of Non-Conformance.

Cost of Conformance should always be lesser than the Cost of Non-conformance

-If Cost of Conformance if greater than the Cost of Non-conformance, it essentially means, the amount
of money you spend to avoid failures/ensure quality is more than the losses you suffer because of
failures due to poor quality. This situation makes spending on ensuring quality illogical. So, the Cost of
Conformance should always be lower than the Cost of Non-Conformance.

10. What is TQM? Be able to discuss one principles of TQM.

Principles of Total Quality Management (TQM)

Total Quality Management (TQM) is a management approach focusing on the improvement of quality
and performance in all functions, departments, and processes across the company to provide quality
services which exceed customer expectations. TQM expands the scope of quality of every department
from top management to lower level employees. It enables management to adopt a strategic approach
to quality and put more effort on prevention rather than on inspection.

QM is broadly based on the following principles:

1. Customer Centric Approach – Consumers are the ultimate judge to determine whether products
or services are of superior quality or not. No matter how many resources are pooled in training
employees, upgrading machines and computers, incorporating quality design process and
standards, bringing new technology, etc.; at the end of the day, it is the customers who have the
final say in judging your company. Companies must remember to implement TQM across all
fronts keeping in mind the customers.

2. Employee Involvement – Ensuring total employee involvement in achieving goals and business
objectives will lead to employee empowerment and active participation from the employees in
decision making and addressing quality related problems. Employee empowerment and
involvement can be increased by making the workspace more open and devoid of fear.

3. Continual Improvement – A major component of TQM is continual improvement. Continual

improvement will lead to improved and higher quality processes. Continual improvement will
ensure companies will find new ways and techniques in producing better quality products,
production, be more competitive, as well as exceed customer expectations.

4. Strategic Approach to Improvement – Businesses must adopt a strategic approach towards

quality improvement to achieve their goals, vision, and mission. A strategic plan is very
necessary to ensure quality becomes the core aspect of all business processes.

5. Integrated System – Businesses comprise of various departments with different functionality

purposes. These functionalities are interconnected with various horizontal processes TQM
focuses on. Everyone in the company should have a thorough understanding of the quality
policies, standards, objectives, and important processes. It is very important to promote a
quality work culture as it helps to achieve excellence and surpass customer expectations. An
integrated system ensures continual improvement and helps companies achieve a competitive
edge.

6. Decision Making – Data from the performance measurement of processes indicates the current
health of the company. For efficient TQM, companies must collect and analyze data to improve
quality, decision making accuracy, and forecasts. The decision making must be statistically and
situational based in order to avoid any room for emotional based decisions.
 7. Communications – Communication plays a crucial role in TQM as it helps to motivate employees
and improve their morale during routine daily operations. Employees need to be involved as
much as possible in the day to day operations and decision making process to really give them a
sense of empowerment. This creates the environment of success and unity and helps drive the
results the TQM process can achieve.

11. What can you say about ISO certification?

ISO certification certifies that a management system, manufacturing process, service, or documentation
procedure has all the requirements for standardization and quality assurance. ISO (International
Organization for Standardization) is an independent, non-governmental, international organization that
develops standards to ensure the quality, safety, and efficiency of products, services, and systems.

ISO certification standards also help keep our products and services relevant. When the standards
change, we change along with them. When we work with new customers, we send them our
certification details so they know they can expect ISO standards be met. 

12. Does ISO certification improve financial performance? How?

ISO certification and financial performance agreed that either ISO improves firm's internal processes

which consequently boosts performance through cost reductions; or ISO certification may help
companies retain or increase market share which improves effectively measure the impact of ISO
implementation is to measure its financial impact based on whether or not companies improved
financial performance after the ISO certification.

The relationship between ISO certification and financial performance agreed that either ISO improves
firm's internal processes which consequently boost performance through cost reductions; or ISO
certification may help companies retain or increase market share which improves performance through
sales increase.

13. What are the benefits of ISO certification?

Implementing an effective and robust ISO 9001 Quality Management System (QMS) will help you to focus
on the important areas of your business and improve efficiency. The management processes that are
established throughout your business will provide a sound foundation, leading to increased productivity
and profit. This in turn will improve your customer acquisition and retention.

Some of the main benefits of ISO 9001 certification include:

 Suitable for both small and large organisations

 Better internal management
 Less wastage
 Increase in efficiency, productivity and profit
 Improved customer retention and acquisition
 Consistent outcomes, measured and monitored
 Globally recognised standard
 Compatible with other ISO standards
 Accreditation by UKAS
Benefits of ISO 9001 to your customers

They will know from experience that working with ISO 9001:2008/ISO 9001:2015 certified companies
provides many advantages:

 Minimises mistakes
 Improves reporting and communications
 Better quality products and service
 More reliable production scheduling and delivery
 Standards maintained by annual assessments

14. Discuss Hazard Analysis Critical Control Point (HACCP).

HACCP is a management system in which food safety is addressed through the analysis and control of
biological, chemical, and physical hazards from raw material production, procurement and handling, to
manufacturing, distribution and consumption of the finished product.

15. What are the different types of hazard, and how to prevent them from occurring?

1. Slips, trips, and falls

Falls from tripping over who-knows-what (uneven floor surfaces, wet floors, loose cables, etc.) are easily
the most common cause of injuries at work. Employers have to fork over big bucks to cover the cost of
all of these mishaps, and sadly, most of them could be prevented if safety regulations were followed
properly. It’s the responsibility of employers and workplaces to make sure employees are working in a
safe environment.

Accidents will happen, but there are simple steps that can be taken to ensure employees’ safety, such as
cleaning up spills, putting equipment (especially if there are trailing cables) back where it belongs,
improving lighting, and requiring workers to wear slip-resistant footwear.

2. Electrical

Any “live” wires can harm people, whether they touch it directly, or indirectly through some sort of
conducting object or material. Voltages over 50 volts AC (120 volts DC) are considered hazardous and
should be taken seriously. Unfortunately, some electrical accidents that happen at work each year are
fatal. Shocks can cause severe, permanent injuries. These are caused by faulty equipment that can be
checked as a preventative measure.

Some basic electrical safety steps include: maintaining all electrical installations, choosing the right
equipment for the job (workers can wear electrical hazard rated footwear), and replacing any damaged
sections of cables. Faulty electrical appliances can sometimes lead to fire, too.

3. Fire

Businesses that have poor housekeeping standards, public access (for possible arson), and poorly
maintained equipment can be harmed more by fires. Along with buildings, people and stock can be
affected, and once again, safety precautions can be taken as an attempt to avoid such a dangerous thing
from happening. We all probably learned about fire safety in elementary school, so having fire alarms
and detectors throughout the building should be no-brainers. Testing these frequently is a way to keep a
building safe, as well as making sure they’ll still function on a different back-up power supply, even if the
power is out. Employees need to be aware of how the alarm system works, and a proper escape plans
need to be established and made known to all workers.

Fire extinguishers throughout the building (and maintenance of all fire-fighting equipment) serve as part
of a common workplace plan of action in case of an emergency. If employees work around flames, fire-
resistant workwear should be required. Highly flammable materials should be handled properly,
electrical equipment not in use needs to be switched off, and even something as simple as totally
putting out a cigarette butt are precautionary measures. Employers and employees alike play a role in
preventing fires from occurring in the workplace.

4. Working in confined spaces

Places that are mostly enclosed can become dangerous locations to work. Chambers, tanks, silos, vats,
pits, trenches, sewers, drains, ductwork, and unventilated or poorly ventilated rooms can increase the
risk of death or serious injury. Welding, painting, flame-cutting, and the use of chemicals in small areas
can create dangerous work conditions. Poor training can injure not only workers confined in these
spaces, but also those attempting to rescue them. Here’s yet another list for you, involving some of the
dangers that can occur if you’re not careful: lack of oxygen; poisonous gas, fume, or vapor; liquids and
solids suddenly filling the confined space or releasing gases into it when they’re disturbed; fire and
explosions; residues left behind can give off gas, fume, or vapor; dust; and hot working conditions.

One fairly obvious way to reduce your risk from working in confined spaces is to AVOID ENTRY INTO
CONFINED SPACES. Is it really necessary to go into said place and work there? If it’s absolutely
unavoidable, follow safety precautions. Include proper training and instructions in order to safely
complete any necessary work and make emergency arrangements before you even start working.

5. Physical hazards

This is somewhat of a generic work hazard to mention, but it’s an important one. Physical hazards are
some of the most common hazards, and they show up in the workplace too often. Frayed electrical
cords, unguarded machinery, exposed moving parts, vibrations, and working from ladders, scaffolding,
or heights.

As you wander about during your work day, you’ll probably come across one or more of these problem
areas. Doing what you’re supposed to be doing (aka working hard and not doing dumb stunts) will help
maintain a safe work environment. Employers are to ensure employees safety, and that includes
educating workers on how to properly operate, work around, and take care of work equipment.

6. Ergonomical hazards
When the type of work you do plus your body position and/or working conditions all put a strain on your
body, that can become an ergonomical hazard. Since they don’t always immediately affect you, this can
be tricky to identify. Repetitive, awkward movements could be affecting your back, posture, and more.
Ergonomics is used to reduce the wear and tear on your body that can eventually make a task difficult –
or even painful. To improve efficiency, increase job satisfaction, and reduce the risk of fatigue, short-
term pain, or illnesses, it’s important to incorporate ergonomic principles within the workplace. Instead
of doing the same thing over and over, task variety will minimize repetitive movements. Having an
appropriate work pace gives the body time to recover after certain movements, like lifting. Work breaks
also give the body time to recover, and they provide workers with a mental break, too.

Training can help employees learn exactly how to complete tasks in the best possible way to avoid
strains and injuries. Organization is yet another helpful idea to make the workplace more efficient –
having tools, materials, and equipment in easy reach doesn’t make employees lazy…these strategies will
improve production and make employees comfortable with their work environment.

7. Chemical hazards

These are what can make confined spaces so hazardous. When you’re exposed to any chemical
preparation (whether it’s a solid, liquid, or gas), these can be potential chemical hazards. Cleaning
products and solvents, vapors and fumes, carbon monoxide, gasoline, and flammable materials are all
things that can damage your health. Skin irritations, burns, eye injuries, and blindness can occur if you’re
not careful. Solvents can easily catch on fire, and spray paint cans are capable of exploding. Hazardous
substances will be labeled and include symbols with different class levels, so you’ll know when to be
cautious. Always read these labels and follow the directions and precautions precisely. If you don’t know
how to correctly use a product, don’t use it.

Protect yourself and those around you by disposing of chemicals properly. Reducing the use of
hazardous chemicals is a way keep the workplace safe. Providing adequate ventilation, washing your
hands, minimizing exposure to chemicals, maintaining equipment to prevent leaks and breakdowns, and
using personal protective gear, like Black Stallion chemical-resistant gloves, all minimize the effects of
dangerous chemicals.

8. Biological hazards

Blood or other bodily fluids, bacteria and viruses, insect bites, and animal and bird droppings are all
considered biological hazards. These are also called biological agents, and they can cause illnesses and
diseases in humans. Parasitic worms and some plants are biological agents. Through physical contact,
you can contract these illnesses, so it’s important to practice good personal hygiene. Some infectious
agents are transmitted directly (through physical contact, droplets from a sneeze or cough, or by an
injection or puncture), while others are passed indirectly (by attaching themselves to food, water, or
eating utensils, when an insect carries them from an infected person to a non-infected person, or when
inhaled through the air).
Can you tell we’re trying to keep you on-edge here? Since you can contract viral infections, such as
mumps and measles, keep your immunizations up-to-date. Clean and disinfect – a lot. If you handle bio-
hazardous waste materials, please do so safely. Even if you think you’re in the clear, blood and any other
bodily fluids should always be handled as if they could be infectious. Wearing personal protective
equipment, like gloves and masks (Sundstrom safety kits are available at Working Person’s Store) can
prevent infections from occurring as well.

9. Asbestos

Asbestos deserves its own ranking – it can lead to the development of breathing difficulties and
mesothelioma (a type of cancer) after exposure, so we thought it was important to mention. Asbestos
fibers can pass through your lungs and stay there for many years. There’s no way to remove the fibers
once they’ve reached your lungs, and so far, there’s no cure for the diseases they cause. There are three
types of asbestos: brown (amosite), blue (crocidolite), and white (chrysotile). These are all potentially
dangerous. The fibers are durable and resistant to heat and flame. They’re thin and flexible, too, and
have been used in consumer, industrial, automotive, and other building projects, mainly those that were
built before the year 2000.

Workers that have to perform maintenance on buildings with asbestos are most at risk. Insulation, fire
protection, and paints are some of places it can be found on buildings. To reduce your risk of asbestos-
related sicknesses, decide how to prevent any disturbances of asbestos on the premises. If there’s
asbestos present, decide whether it should be removed or left in place – its condition will determine
this. Special asbestos contractors can help you decide what steep to take next.

10. Noise

Say what? So maybe your parents were right when they told you to “Turn down your music – it’ll
damage your eardrums!” Loud noises in the workplace can cause permanent damage to your hearing,
whether you want to believe it or not.  Hearing loss can happen progressively, or it can be caused
immediately by exposure to peak sound waves produced by explosive sounds, such as gunfire,
explosions, or cartridge operated tools. If you work in a noisy place, like a factory or construction site, or
even at an airport, you are among those most at risk. Just because you’re used to it doesn’t mean it’s
not affecting your hearing.

16. Discuss the first (second...) principles of HACCP.

HACCP PRINCIPLES

HACCP is a systematic approach to the identification, evaluation, and control of food safety hazards
based on the following seven principles:

Principle 1: Conduct a hazard analysis.

Principle 2: Determine the critical control points (CCPs).

Principle 3: Establish critical limits.

Principle 4: Establish monitoring procedures.

Principle 5: Establish corrective actions.

Principle 6: Establish verification procedures.

Principle 7: Establish record-keeping and documentation procedures.

Conduct a hazard analysis (Principle 1)

After addressing the preliminary tasks discussed above, the HACCP team conducts a hazard analysis and
identifies appropriate control measures. The purpose of the hazard analysis is to develop a list of
hazards which are of such significance that they are reasonably likely to cause injury or illness if not
effectively controlled. Hazards that are not reasonably likely to occur would not require further
consideration within a HACCP plan. It is important to consider in the hazard analysis the ingredients and
raw materials, each step in the process, product storage and distribution, and final preparation and use
by the consumer. When conducting a hazard analysis, safety concerns must be differentiated from
quality concerns. A hazard is defined as a biological, chemical or physical agent that is reasonably likely
to cause illness or injury in the absence of its control. Thus, the word hazard as used in this document is
limited to safety.

Determine critical control points (CCPs) (Principle 2)

A critical control point is defined as a step at which control can be applied and is essential to prevent or
eliminate a food safety hazard or reduce it to an acceptable level. The potential hazards that are
reasonably likely to cause illness or injury in the absence of their control must be addressed in
determining CCPs. Critical control points are located at any step where hazards can be either prevented,
eliminated, or reduced to acceptable levels. Examples of CCPs may include: thermal processing, chilling,
testing ingredients for chemical residues, product formulation control, and testing product for metal
contaminants. CCPs must be carefully developed and documented. In addition, they must be used only
for purposes of product safety. 

Establish critical limits (Principle 3)

A critical limit is a maximum and/or minimum value to which a biological, chemical or physical
parameter must be controlled at a CCP to prevent, eliminate or reduce to an acceptable level the
occurrence of a food safety hazard. A critical limit is used to distinguish between safe and unsafe
operating conditions at a CCP. Critical limits should not be confused with operational limits which are
established for reasons other than food safety.

17. Compare TQM with Six Sigma.

Six Sigma is a relatively new concept as compared to Total Quality Management (TQM). However, when
it was conceptualized, it was not intended to be a replacement for TQM. Both Six Sigma and TQM have
many similarities and are compatible in varied business environments, including manufacturing and
service industries. While TQM has helped many companies in improving the quality of manufactured
goods or services rendered, Six Sigma has the potential of delivering even sharper results.

Total Quality Management is often associated with the development, deployment, and maintenance of
organizational systems that are required for various business processes. It is based on a strategic
approach that focuses on maintaining existing quality standards as well as making incremental quality
improvements. 

In comparison, Six Sigma is more than just a process improvement program as it is based on concepts
that focus on continuous quality improvements for achieving near perfection by restricting the number
of possible defects to less than 3.4 defects per million. It is complementary to Statistical Process Control
(SPC), which uses statistical methods for monitoring and controlling business processes. Although both
SPC and TQM help in improving quality, they often reach a stage after which no further quality
improvements can be made. Six Sigma, on the other hand, is different as it focuses on taking quality
improvement processes to the next level. The basic difference between Six Sigma and TQM is the
approach. While TQM views quality as conformance to internal requirements, Six Sigma focuses on
improving quality by reducing the number of defects.