Common 4 Apply Quality Standards

COMPETENCY BASED LEARNING MATERIAL
Sector: ELECTRICAL AND ELECTRONICS
Qualification: ELECTRICAL INSTALLATION AND MAINTENANCE NC II
Unit of Competency: APPLY QUALITY STANDARDS
Module Title: APPLYING QUALITY STANDARDS
TECHNICAL EDUCATION AND SKILLS

DEVELOPMENT AUTHORITY Date Developed:
PROVINCIAL TRAINING CENTER-GUINOBATAN 03/01/2020
San Francisco, Guinobatan,Albay
TESD A
HOW TO USE THIS COMPETENCY BASED LEARNING MATERIAL
Welcome to the module in Applying Quality Standards. This module contains

training materials and activities for you to complete.
The unit of competency “Apply Quality Standards” contains knowledge, skills

and attitudes required for Electrical Installation and Maintenance NC II. It is
one of the specialized modules at National Certificates Level (NC II).
You are required to go through a series of learning activities in order to complete

each learning outcome of the module. In each learning outcome are
Information Sheets and Resources Sheets (Reference Materials for further
reading to help you better understand the required activities). Follow these
activities on your own and answer the self-check at the end of each learning
outcome. You may remove a blank answer sheet at the end of each module
(or get one from your facilitator/trainer) to write your answers for each self-
check. If you have questions, don’t hesitate to ask you facilitator for assistance.
Recognition of Prior Learning (RPL)
You may already have some or most of the knowledge and skills covered in this
learner’s guide because you have:
• been working for some time
• already completed training in this area
If you can demonstrate to your trainer that you are competent in a particular skill
or skills, talk to him/her about having them formally recognized so you don’t
have to do the same training again. If you have a qualification or Certificate of
Competency from previous trainings, show it to your trainer. If the skills you
acquired are still current and relevant to the unit/s of competency they may
become part of the evidence you can present for RPL. If you are not sure about
the currency of your skills, discuss this with your trainer.
At the end of this module is a Learner’s Diary. Use this diary to record important
dates, jobs undertaken and other workplace events that will assist you in
providing further details to your trainer or assessor. A Record of Achievement
is also provided for your trainer to complete once you complete the module.
This module was prepared to help you achieve competency, in Applying Quality
Standards. This will be the source of information for you to acquire knowledge
and skills in this particular trade independently and at your own pace, with
minimum supervision or help from your trainer.
Date Revised: Document No.

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APPLY QUALITY Revised by: Page __ of __
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FRANCIS N. LUZERIAGA Revision # 01
TESD SPECIALIST II
• Talk to your trainer and agree on how you will both organize the Training of
this unit. Read through the module carefully. It is divided into sections, which
cover all the skills, and knowledge you need to successfully complete this
module.
• Work through all the information and complete the activities in section. Read
information sheets and complete the self-check. Suggested references are
included to supplement the materials provided in this module.
• Most probably your trainer will also by your supervisor or manager. He/she is
there to support you and show you the correct way to do things.
• Your trainer will tell you about the important things you need to consider when you
are completing activities and it is important that you listen and take notes.
• You will be given plenty of opportunity to ask questions and practice on the job.
Make sure you practice your new skills during regular work shifts. This way you
will improve both your speed and memory and also your confidence.
• Talk to more experience workmates and ask for their guidance.
• Use the self-check questions at the end of each section to test your own progress.
• When you are ready, ask your trainer to watch you perform the activities outline in
this module.
• As you work through the activities, ask for written feedback on your progress.
Your trainer keeps feedback/pre-assessment reports for this reason. When you
have successfully completed each element, ask your trainer to mark on the
reports that you are ready for assessment.
• When you have completed this module (or several modules), and feel confident
that you have had sufficient practice, your trainer will arrange an appointment with
registered assessor to assess you. The results of your assessment will be
recorded in our competency Achievement Record.

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COMPETENCY SUMMARY
COMPETENCY BASED LEARNING MATERIALS

ELECTRICAL INSTALLATION AND MAINTENANCE NC II
COMMON COMPETENCIES
No. Unit of Competency Module Title Code
Use hand tools Using hand tools ELC311205

1.
Perform Mensuration and Performing Mensuration ELC311201

2. Calculation and Calculation
Interpret technical drawing and Interpreting technical
3. plans drawing and plans ELC311202
Apply Quality Standards Applying quality ELC311204

4. standards
Terminate and Connect Electrical Terminating and
Wiring and Electronics Circuit Connecting Electrical
5. ELC311206
Wiring and Electronics
Circuit

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UNIT OF COMPETENCY : APPLY QUALITY STANDARDS
MODULE TITLE : APPLYING QUALITY STANDARDS
MODULE DESCRIPTOR : This module covers the knowledge, skills and attitudes
and values needed to apply quality standards in the
workplace. This unit also includes the application of
relevant safety procedures and regulations, organization
procedures and customer requirements.
NOMINAL DURATION :
SUMMARY OF LEARNING OUTCOMES:
Upon completion of the module the trainees/student should be able to:

LO1. Assess quality of received materials or components
LO2. Assess own work
LO3. Engage in quality improvement
ASSESSMENT CRITERIA:
1. Work instructions are obtained and work is carried out in accordance with
standard operating procedures.
2. Received materials or component parts are checked against workplace standards
and specifications.
3. Faulty material or components related to work are identified and isolated.
4. Faults and any identified causes are recorded and/or reported to the supervisor
concerned in accordance with workplace procedures.
5. Faulty materials or components are replaced in accordance with workplace
procedures
6. Documentation relative to quality within the company is identified and used
7. Completed work is checked against workplace standards relevant to the task
undertaken
8. Faulty pieces are identified and isolated.
9. Information on the quality and other indicators of production performance is
recorded in accordance with workplace procedures
10. In cases of deviations from specified quality standards, causes are documented
and reported in accordance with the workplace’ standards operating procedures
11. Process improvement procedures are participated in relation to workplace
assignment.
12. Work is carried out in accordance with process improvement procedures.
13. Performance of operation or quality of product or service to ensure customer
satisfaction is monitored.

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Learning Outcome 1:
ASSESS QUALITY OF RECEIVED MATERIALS OR COMPONENTS
CONTENTS:
- PRODUCTION PROCESS
- QUALITY CONTROL
- FAULT IDENTIFICATION AND ISOLATION
Assessment Criteria:
1. Work instructions are obtained and work is carried out in accordance with
standard operating procedures
2. Received materials or component parts are checked against workplace
standards and specifications
3. Faulty material or components related to work are identified and isolated
4. Faults and any identified causes are recorded and/or reported to the supervisor
concerned in accordance with workplace procedures
5. Faulty materials or components are replaced in accordance with workplace
procedures
CONDITIONS:
The trainees must be provided with the following:
Competency-Based Learning Material (CBLM)
METHODOLOGIES:
Group Discussion
Interaction
Lecture
ASSESSMENT METHODS
Written Test
Practical/Performance Test
Interview

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LEARNING EXPERIENCES
LEARNING OUTCOME 1
ASSESS QUALITY OF RECEIVED MATERIALS OR COMPONENTS
In order to accomplish the objectives stated in this leaning guide, you must perform the
learning steps below. Beside each step are the resources or special instructions you will
use to accomplish the corresponding activity.
Learning Activities Special Instructions

1. Read information sheet 4.1-1 If you have some problem on the content
of the information sheet don’t hesitate to
PRODUCTION PROCESS approach your facilitator.
If you feel that you are now
knowledgeable on the content of the
information sheet, you can now answer
self-check provided in the module
2. Answer Self-Check 4.1-1 Refer your answer to answer key 4.1-1
3. Read information sheet 4.1-2 If you have some problem on the content
QUALITY CONTROL approach your facilitator.
4. Answer Self-Check 4.1-2 Refer your answer to answer key 4.1-2

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INFORMATION SHEET 4.1-1
PRODUCTION PROCESS
Learning Objectives: After reading this information sheet, the student/trainee should be
able to:
1. Define what production process is.
2. Identify relevant production processes, materials and products
PRODUCTION PROCESS
The production process is concerned with transforming a range of inputs into those
outputs that are required by the market.This involves two main sets of resources - the
transforming resources, and the transformed resources.
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.
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 e.g. the Humber Bridge or a frigate for the navy.
It is possible for a number of identical units to be produced in parallel under job

production, e.g. several frigates of a similar type. Smaller projects can also be seen as a
form of job production, e.g. hand knitting a sweater, writing a book, rewiring a house, etc.
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. A good example of job production is the work carried out by
Portakabin in creating modular buildings such as offices, which it designs, assembles
and maintains for clients. Examples from the service industries include cutting hair, and
processing a customers' order in a store like Argos.
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The benefits of job production are:
1. The job is a unique product, which exactly matches the requirements of the
customer, often from as early as the design stage. It will therefore tend to be
specific to a customer's order and not in anticipation of a sale. For example,
someone doing a customised spray paint job on a motorcycle will first discuss with
a customer the sort of design he would like. A detailed sketch would then be
produced on a piece of paper. Once the sketch has been approved the back of
the sketch will be chalked over and traced on to the relevant piece of the
motorbike. The background work is then sprayed on with an airbrush before the
fine detail is painted on. The finished work is then inspected by the customer who
will pay for a unique product.
2. As the work is concentrated on a specific unit, supervision and inspection of work

are relatively simple.
3. Specifications for the job can change during the course of production depending
upon the customer's inspection to meet his or her changing needs. For example,
when a printing firm like Polestar is asked to produce a catalogue for a grocery
chain it is relatively simple to change the prices of some of the goods listed in the
catalogue.
4. Working on a single unit job, coping with a variety of tasks and being part of a
small team working towards the same aim would provide employees with a
greater level of satisfaction. For example, aircrews working for United Airways
would treat each flight as a specific job, with passengers requiring individual
attention to their specific needs - e.g. for vegetarian dishes, wheelchair access to
the flight, etc.
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.
Batches are continually processed through each machine before moving on to the next
operation. This method is sometimes referred to as 'intermittent' production as different
job types are held as work-in-progress between the various stages of production.
The benefits of batch production are:

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1. It is particularly suitable for a wide range of almost similar goods, which can
use the same machinery on different settings. For example batches of letters
can be sent out to customers of an insurance company.
2. It economises upon the range of machinery needed and reduces the need for a
flexible workforce.
3. Units can respond quickly to customer orders by moving buffer stocks of work-
in-progress or partly completed products through the final production stages.
4. It makes possible economies of scale in techniques of production, bulk
purchasing and areas of organisation.
5. It makes costing easy and provides a better information service for
management.
FLOW PRODUCTION
Batch production is described as 'intermittent' production and is characterised 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.
Units are worked upon in each operation and then passed straight on to the next work
stage without waiting for the batch to be completed. To make sure that the production
line can work smoothly each operation must be of standard lengths and there should be
no movements or leakages from the line, i.e. hold-ups to work-in-progress.
For flow production to be successful there needs to be a continuity of demand. If demand

varied, this could lead to a constant overstocking of finished goods.
Although with modern robotics it is possible to create variations in products being

produced through continuous flow techniques, typically such products will be relatively
standardised.
Achieving a smooth flow of production requires considerable pre-production planning to

make sure that raw materials are purchased and delivered just-in-time, that sufficient
labour is employed and that there is continuous attention to quality throughout the
production process.
The benefits of flow production are:
• ease of using just-in-time techniques to eliminate waste and minimise costs

• labour and other production costs will be reduced through detailed planning
and the use of robotics and automation

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• deviations in the line can be quickly spotted through ongoing quality control
techniques
• as there is no rest between operations, work-in-progress levels can be kept low
• the need for storage space is minimal
• the physical handling of items is minimal
• investment in raw materials and parts are quickly converted into sales
• control is easy.

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SELF-CHECK 4.1.1
IDENTIFICATION.
1. IT IS CONCERNED WITH TRANSFORMING A RANGE OF INPUTS INTO
THOSE OUTPUTS THAT ARE REQUIRED BY THE MARKET.
2. THIS IS THE CREATION OF SINGLE ITEMS BY EITHER ONE OPERATIVE
OR A TEAM OF OPERATIVES.
3. THIS TERM REFERS TO A SPECIFIC GROUP OF COMPONENTS, WHICH
GO THROUGH A PROCESS TOGETHER.
4. IT IS A CONTINUOUS PROCESS OF PARTS AND SUB-ASSEMBLIES
PASSING ON FROM ONE STAGE TO ANOTHER UNTIL COMPLETION.
5. IDENTIFY 2 BENEFITS OF FLOW PRODUCTION.

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SELF-CHECK ANSWER KEY 3.1.1
1. PRODUCTION PROCESS
2. JOB PRODUCTION
3. BATCH PRODUCTION
4. FLOW PRODUCTION
5. THE BENEFITS OF FLOW PRODUCTION ARE:
a. ease of using just-in-time techniques to eliminate waste and minimise costs

b. labour and other production costs will be reduced through detailed planning
and the use of robotics and automation
c. deviations in the line can be quickly spotted through ongoing quality control
techniques
d. as there is no rest between operations, work-in-progress levels can be kept
low
e. the need for storage space is minimal
f. the physical handling of items is minimal
g. investment in raw materials and parts are quickly converted into sales
h. control is easy.

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QUALITY CONTROL
Learning Objectives: After reading this information sheet, the student/trainee should be
able to:
1. Define quality control.
2. Identify different quality workplace procedures.
QUALITY CONTROL
Quality Control (QC) is a procedure or set of procedures intended to ensure that a

manufactured product or performed service adheres to a defined set of quality criteria or
meets the requirements of the client or customer. QC is similar to, but not identical with,
quality assurance (QA). While QA refers to the confirmation that specified requirements
have been met by a product or service, QC refers to the actual inspection of these
elements.
THE QUALITY CONTROL PROCEDURE
In order to implement an effective QC program, an enterprise must first decide which

specific standards the product or service must meet. Then the extent of QC actions must
be determined -- for example, the percentage of units to be tested from each lot.
Next, real-world data must be collected -- such as the percentage of units that fail -- and
the results reported to management personnel. After this, corrective action must be
decided upon and taken. For example, defective units must be repaired or rejected, and
poor service repeated at no charge until the customer is satisfied. If too many unit
failures or instances of poor service occur, a plan must be devised to improve the
production or service process; then that plan must be put into action.
Finally, the QC process must be ongoing to ensure that remedial efforts, if required, have
produced satisfactory results and to immediately detect recurrences or new instances of
trouble.
PROCEDURE
Procedures give you the ability to examine where your employee tries short cuts.
Straying from the procedures will create nonconformities. Nonconformities harm your
profitability, even if you cannot realize it in the short term. In this case when you define a
procedure, it is highly important to define the appropriate control over it as well.
One of the means to eliminate nonconformities and defects is a clear procedure. A

procedure must include:
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• What is the purpose of the process? The objective or goal of the process.
• Who is responsible for maintaining and performing the process? In order for you
to know exactly who is responsible for what had been done.
• What is the method? You must specify the steps, phases, or actions required to
perform the process. We recommend being generous with details, specify within
the most specific level and to explain with the simplest language what is to be
done.
• What are the tools one needs to perform the process? Forms, software, working
tools, etc. – This is actually the documentation and control over the procedure. By
examining this tools we can decide whether the procedure was maintained and
how well.
• What are the process outputs? The outputs expected at the end of the process (a
price quote documented, a certificate of calibration, records of any kind, any form,
etc)
QUALITY PROCEDURES
The goal of these procedures is to make sure that the organization performs the
minimum standard requirements that suit all kinds of organizations – from the low tech to
the high-tech companies. These procedures are referred to as “quality procedures”. The
procedures include the next:
• A quality manual. It is a document defining the scope of the quality management

system, a general presentation of the organization activities, its organizational
structure, the context of the organization, the needs and expectations of interested
parties, a general description of the main process, a description of the relation
between the working process and the quality management system. The quality
manual is in fact not a procedure but a manual; it must not have the
characteristics mentioned above. It describes no activities at all but it is required to
maintain it documented as specified.
• Control of documents. Specification of the process of controlling documents

that are included under the quality management system.
• Control of records. Specification of the process of controlling your records that
are included under the quality management system.

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• Internal audits. A procedure specifying how the internal audit should be
performed within the organization.
• Control of nonconformity. Procedure specifying how one should handle
nonconformity when he detects it
• Corrective action. A procedure specifying how one implements a corrective
action.
This is the list of the required quality procedures. They must be documented and
maintained. That means that it’s not enough to document the procedure, you must also
prove that you follow what you defined with evidence day by day – perform the quality
management activities.

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FAULT IDENTIFICATION AND ISOLATION
It is important for you to identify and isolate faulty materials to avoid uses for future work.
Procedures:
1. Conduct an inventory of materials
2. Record the number of non-functional materials
3. Segregate the materials that are serviceable or unserviceable.
4. Report the number of materials that are non-functional but subject for repair.
5. Label materials which are condemnable.
6. Return materials in the cabinet as per operating procedure.
It is important for you to record and/or report defects and any identified causes to the
supervisor concerned in accordance with workplace procedures so that you can ask for
replacements for those that you found defective.
Procedures:
1. Inspect any damaged or defective materials.
2. Test the functionality of each materials.
3. Separate the non-functional and functional materials.
4. Repair/replace the non-functional materials.
5. Report the condition or status of the materials.

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SELF-CHECK 4.1-2
IDENTIFICATION:
1. It is a procedure or set of procedures intended to ensure that a manufactured

product or performed service adheres to a defined set of quality criteria or meets
the requirements of the client or customer.
2. It refers to the confirmation that specified requirements have been met by a

product or service.
3. The goal of these procedures is to make sure that the organization performs the
minimum standard requirements that suit all kinds of organizations – from the low
tech to the high-tech companies.
4. It is a document defining the scope of the quality management system, a general

presentation of the organization activities, its organizational structure, the context,
the needs and expectations of interested parties, etc.
5. It is finding the defects or faulty materials to avoid uses to future work.

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ANSWER KEY 4.1-2
1. Quality Control
2. Quality Assurance
3. Quality Procedures
4. Quality Manual
5. FAULT IDENTIFICATION

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Learning Outcome 2:
ASSESS OWN WORK
CONTENTS:
- WORK DOCUMENTATION
- WORKPLACE QUALITY INDICATORS
1. Documentation relative to quality within the company is identified and used

2. Completed work is checked against workplace standards relevant to the task
undertaken
3. Faulty pieces are identified and isolated
4. Information on the quality and other indicators of production performance is
recorded in accordance with workplace procedures
5. In cases of deviations from specified quality standards, causes are
documented and reported in accordance with the workplace’ standards
operating procedures
CONDITIONS:
METHODOLOGIES:
Group Discussion
Interaction
Lecture
ASSESSMENT METHODS
Written Test
Interview

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LEARNING OUTCOME 2
ASSESS OWN WORK
In order to accomplish the objectives stated in this leaning guide, you must perform
the learning steps below. Beside each step are the resources or special instructions
you will use to accomplish the corresponding activity.

1.Read information sheet 4.2-1 If you have some problem on the content
Work Documentation approach your facilitator.
2.Answer Self-Check 4.2-1 Refer your answer to answer key 4.2-1

Workplace Quality Indicators approach your facilitator.

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WORK DOCUMENTATION
Learning Objectives: After reading this information sheet, the student/trainee

should be able to:
1. Identify the best practices for standard work documentation
BEST PRACTICES FOR STANDARD WORK DOCUMENTATION
In his book, Standardized Work with TWI: Eliminating Human Errors in Production
and Service Processes, Bartosz Misiurek writes, “Standard work is a process where
you describe the best way of performing a given operation, improve this way, and
train operators on it. As simple as it is to summarize, it is not as easy as it seems to
execute.”
We couldn’t agree more. That’s why even though most leaders agree that process
standardization is essential for producing quality, predictable results, when you pull
back the covers, many organizations do not have standard work documented at all
or have poor processes in place for keeping it accurate and up to date. That’s a
shame because, without a solid foundation upon which to build and measure,
improvement is elusive. We work with companies every day that have been through
the process of implementing and socializing standard work. This post contains the
best advice for standard work documentation that provides substantial value.
Involve the people who will do the work in

developing and documenting the standard
Managers and supervisors can undoubtedly lead the discussion, but it is the people
who perform the tasks in any given process who should produce the standard work
documents. This is important because they have the best insight into what is done
and why. It also matters because involving people in the standard work definition
process helps them feel a sense of ownership and engagement.
Another benefit is that sometimes the act of merely defining the current state of a
process reveals problems and opens up areas of questioning and exploration that

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might otherwise have been ignored. If the people doing the work can’t agree on the
current process, that tells you something significant. Keep in mind that the standard
should be specific and scientific. If there isn’t data to back up assumptions about the
best way to complete a task, this is an excellent time to find a way to get it.
The documents should be detailed and complete,

but not overly complex
It is essential to clearly document every activity in which variation could impact the
end result of the process. However, you don’t want to clutter up the standard with a
ton of information about tasks that don’t have a process impact. Focus on the key
activities and make sure that the standard work documentation is clear and
complete.
Use visualizations when they can be helpful

Pictures, charts, graphs, and other displays can be beneficial in bringing your
standard work documentation to life. Their value will vary based on the process, but
make sure that some form of visualization is at least considered during the creation
of the standard.
Make the documentation accessible in the place

where the work is done
Team members might not need to reference the standard work documents every
day, but they should be readily available whenever they are needed. Improvement
management software is an excellent approach for storing, sharing, and managing
standard work documentation. That approach puts it right at your team’s fingertips
whenever a change to the current process is considered.

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Set a cadence for review
The biggest mistake we see companies make when it comes to standard work is
pure neglect. They do a good job of defining the current process but allow changes
to be made without the necessary updates. After a while, the standard is out-of-date
and useless. This should be avoided in a couple of ways. First, every suggested
process change should trigger a review of the standard work. Next, a regular interval
for analysis should be followed even if changes aren’t made. That will help ensure
that the standard is consistently applied and fresh in the minds of each employee.
Create a procedure for exception handling and

recording
No matter how carefully you document the standard and keep it updated, there will
be times when exceptions arise. Perhaps the typical raw materials aren’t available,
or timelines need to be adjusted for an unusual situation. Have a plan in place to
react to and document ad-hoc process changes in these (hopefully rare) cases.
Describe what temporary changes will be made and communicate a plan for
returning to the standard when the unusual conditions have passed.
If you follow these tips, your standard work documentation will stay in sync with
reality and become a valuable tool for process improvement and employee training.

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SELF-CHECK 4.2-1
TRUE OR FALSE.
1. “Standard work is a process where you describe the best way of performing a
given operation, improve this way, and train operators on it. As simple as it is
to summarize, it is not as easy as it seems to execute.”
2. Exclude the people who will do the work in developing and documenting the
standard.
3. The documents should be overly complex.
4. Use visualizations when they can be helpful.
5. Make the documentation accessible in the place where the work is done.

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SELF-CHECK ANSWER KEY 4.2-1
1. TRUE
2. FALSE
3. FALSE
4. TRUE
5. TRUE

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WORKPLACE QUALITY INDICATORS

should be able to:
1. Learn the different workplace quality indicators
WORKPLACE PERFORMANCE INDICATORS
Setting and analysing performance indicators for your company is the best way to
forecast and get on track with your business goals. Creating Key Performance
Indicators will help you measure your company’s success. While choosing the right
KPIs relies upon a good understanding of what is important to the organisation and
its workplace , the question is what to focus on? Performance measurement is not
just related to collecting data associated with a predefined performance objective or
standard. It has to be considered as an overall management system involving
prevention and detection in order to meet clients expectations of the service or
product you’re offering. Many companies have different methods regarding
performance measurement, so how you measure performance says a lot about your
company’s objectives and will decide whether they make or break you.
There are two common types of performance indicators:
• Financial indicators are the most commonly used metrics for performance
including: revenue growth rate, net profit, return on investment, among others.
In terms of employee performance these are often quantified using output
related measurements. These can be useful for growing your company’s
finances but companies that focus solely on profit related indicators often face
an innovation problem.
A focus on financial goals can put pressure on managers to focus on short
term profitability over creativity. Financial indicators also don’t provide a full
picture of a company’s performance. Rather than taking risks on new ideas,
these companies can become known for creating ‘one hit wonders’ that sell
and repackaging past successes. Eventually, quality and customer
satisfaction can become compromised and employee motivation drops.
• Customer success indicators are increasingly seen as the most important

performance metric. Some of the main customer centred KPIs include:
conversion rate, customer retention, Net Promoter Score (NPS), etc.
Due to differing objectives, companies that focus on customer centred
indicators focus more on gaining a loyal customer base by producing great

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quality products, utilizing different marketing techniques and emphasizing a
strong customer support service.
WHY EMPLOYEE CENTERED INDICATORS ARE SO IMPORTANT

More and more companies are beginning to realize the importance of employee
centered metrics. These types of indicators include: employee engagement,
satisfaction and turnover.
Studies show that higher employee engagement is linked to higher customer

satisfaction. When employees are happy at work and believe in their
product/company this comes across to customers. Gallup revealed that companies
with high employee engagement levels outperformed companies with lower levels of
engagement in customer ratings by 10%.
Engaged employees take less sick days. A study by Workplace Research

Foundation found that engaged employees take an average of 2.69 sick days
annually compared to disengaged employees who take an average of 6.19 days.
Most important, they’re motivated to achieve more. Gallup’s study also showed that
engaged companies outperform others in productivity by 21% and profitability by
22%.
In fact, the treatment of employees is also an important factor for

consumers. Deloitte’s 2015 study on millennials revealed that this generation
considers the treatment of employees as the top characteristic of industry leaders,
even over profit generation and impact on overall society. Furthermore, “While they
believe the pursuit of profit is important, that pursuit needs to be accompanied by a
sense of purpose, by efforts to create innovative products or services and, above all,
by consideration of individuals as employees and members of society.”
Companies that have employee centered strategies are also more likely to foster
innovative environments that promote autonomy and employee ownership. Atlassian
became famous for its ‘Shipit’ days during which it actually encourages employees to
drop their work and spend twenty-four hours on a creative project of their choice.
Allowing employees the freedom to try out new ideas sounds like a great financial
risk but it turned out to have great returns. The projects developed during these

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sessions have resulted in some of the company’s most profit generating products.
Atlassian not only dominates Australia’s tech industry, it has also been named the
best company to work for the past two years in a row.
More and more companies have started focusing on an employee first strategy: In an
interview with Inc. Virgin Atlantic CEO Richard Branson disclosed that the company
puts staff first, customers second and stakeholders third. He explains, “If the person
who works at your company is not appreciated, they are not going to do things with a
smile.” Southwest Airlines, the company consistently reaching the top 10 in
employee and customer satisfaction surveys, follows the same ideology. The
company does this by motivating employees through its company values and
creating an environment that regularly recognizes employees for going above and
beyond.
Southwest Airlines follows the same strategy. Founder Herb Kelleher posited, “A
motivated employee treats the customer well. A customer is happy so they’ll keep
coming back, which pleases the shareholder. It’s just the way it works… They can
buy all the physical things. The things you can’t buy are dedication, devotion,
loyalty—the feeling that you are participating in a crusade.”

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SELF-CHECK 4.2-2
I. Directions: Identify what is being asked in the following statements. Write your
answer on a separate sheet of paper.
1. It is considered as an overall management system

involving prevention and detection in prder to meet
clients expectations.
2. These are the most commonly used metrics for
performance including revenue growth rate, net profit.
3. These indicators are seen as the most important
performance metric.
4. This type of indicator include employee engagement,
satisfaction, and turnover.
5. He stated that “a motivated employee treats the
customer well.”

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1. PERFORMANCE MEASUREMENT
2. FINANCIAL INDICATORS
3. CUSTOMER SUCCESS INDICATORS
4. EMPLOYEE CENTERED
5. HERB KELLEHER

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Learning Outcome 3:
ENGAGE IN QUALITY IMPROVEMENT
CONTENTS:
- QUALITY IMPROVEMENT PROCESSES
1. Process improvement procedures are participated in relation to workplace

assignment
2. Work is carried out in accordance with process improvement procedures
3. Performance of operation or quality of product or service to ensure customer
satisfaction is monitored
CONDITIONS:
METHODOLOGIES:
Group Discussion
Interaction
Lecture
ASSESSMENT METHODS
Written Test
Interview

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LEARNING OUTCOME 3
ENGAGE IN QUALITY IMPROVEMENT
In order to accomplish the objectives stated in this leaning guide, you must perform
the learning steps below. Beside each step are the resources or special instructions
you will use to accomplish the corresponding activity.

Quality Improvement Processes approach your facilitator.

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QUALITY IMPROVEMENT PROCESSES

should be able to:
1. Learn the process on how to improve quality
What Is Quality Improvement?

Quality improvement is a structured approach to evaluating the performance of
systems and processes, then determining needed improvements in both functional
and operational areas. Successful efforts rely on the routine collection and analysis
of data. A quality improvement plan describes an ongoing, or continuous, process
through which an organization’s stakeholders can monitor and evaluate initiatives
and results.
Based on the thinking of such experts as W. Edward Demings, QI principles were

developed in manufacturing in the 1940s. In the last two decades, QI processes
have also become popular in healthcare and education.
Although organizations take many approaches, QI at its foundation concerns

process management. If organizations operate according to many processes, by
reviewing and improving one process at a time and leveraging the Pareto principle,
they can more easily and gradually improve their entire system.
Quality improvement processes share these characteristics:
• Quality improvement is data driven and regards the quantitative approach as

the only reliable means to influence the qualitative elements. This principle is
expressed in the following saying of quality improvement guru W. Edwards
Deming: “The right data in the right format in the right hands at the right time.”
• QI focuses on processes, not people. In other words, the individual is never at
fault.
• QI involves people as part of the improvement solution and looks for what is
attributed to Deming as “the smart cogs,” the employees who are directly
involved in and best understand the processes in an organization.

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What Is the Main Purpose of Quality Improvement?
Quality improvement aims to create efficiencies and address the needs of
customers. In healthcare, the main purpose of quality improvement is to improve
outcomes. In healthcare settings, quality improvement may be associated with
continuous quality improvement, the method used to identify problems and
implement, monitor, and provide corrective action.
The Benefits of a Quality Improvement Process

A quality improvement process can offer organizations the following benefits:
• Solutions that focus on failures in processes, not flaws in people

• A reliance on objective, data-driven solutions, rather than subjective opinions,
to identify inefficiencies, preventable errors, and inadequate processes
• Improvements that provide better customer service, increased efficiency,
greater safety, and higher revenues
• A localized focus on testing small, incremental improvements that is less risky
than a focus on making changes at one time
• Data collection to monitor improvement efforts, which can provide the basis
for reimbursement and certification programs, particularly in healthcare
organizations
Primary Issues in Quality Improvement

Quality improvement plans are frequently measured in terms of results, employee
and stakeholder satisfaction, ease of change, and cost. Quality improvement plans
must also help companies understand how to meet the needs of diverse
stakeholders (employees, customers, regulators, and others), find a method for
prioritizing the improvement requirements of these stakeholders, comprehend the
threshold of variation that will permit required change, and know how employees can
succeed in a program if leadership support is inadequate.
Why Don’t People Believe in Quality Improvement

Processes?
Who could fault an effort to make work more efficient or effective or to deliver higher-
quality output to internal and external customers? No one, you would assume — yet
employees often shudder at the mention of quality improvement efforts. Their
suspicions have assorted origins:

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• Organizations don’t back change efforts with human resources and other
shows of support, then express surprised disappointment when nothing
improves.
• Employees have previous experiences with efforts that produced no
improvements.
• Employees feel that “they’re coming after you.” They picture a punitive focus
on the individual, rather than an effort to fix the process.
• People who value action find data collection and analysis tiresome.
Difficulties in Pursuing a Quality Improvement Process

Plan
Here are some of the common difficulties in following through with a QI plan:
• Expectations are not clear.

• Leadership is not adequately engaged, making bottom-up initiatives difficult.
• There is insufficient time and resources to properly implement the initiative.
• In healthcare settings, some physicians don’t implement new systems until
they have confidence in new processes.
• There is an inadequate emphasis on the importance and use of new
measures.
• There is a poor level of collaboration between teams.
• People underestimate the time required to implement a program.
• The extent to which a result depends on a change can’t be measured
because the extent of the original problem has not been measured.
• Specific improvement cycles can’t be evaluated.
• Costs can’t be evaluated.
• Changes result from the Hawthorne effect rather than the QI program. In this
interpretation of the Hawthorne effect, stakeholder behavior changes because
their activities and results are monitored.
• A small sample size makes generalizations impossible.
• Solving some problems creates additional problems.
• Targets are overly ambitious and therefore difficult to achieve.
• There are too many diverse stakeholder conditions.

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SELF-CHECK 4.3-1
MULTIPLE CHOICE.
1. It is a structured approach to evaluating the performance of systems and
processes, then determining needed improvements in both functional and
operational area.
A. Quality Control
B. Quality Assurance
C. Quality Improvement
2. It describes an ongoing, or continuous process through which an
organization’s stakeholders can monitor and evaluate initiatives and results.
A. Quality Improvement Plan
B. Quality Improvement
C. Quality Assurance
3. The benefits of quality improvement process are the following, except:
A. Solutions that focus on failures in processes
B. A reliance on objective
C. Both a and b
4. Quality improvement plans are frequently measured by the following, except:
A. Results
B. Ease of Change
C. Solutions
5. Reason why people don’t believe in quality improvement processes.
A. Employees have no experiences.
B. People who value action find data collection and analysis tiresome.
C. Cost

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1. C
2. A
3. C
4. C
5. B

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ASSESSMENT PLAN
ELECTRICAL INSTALLATION AND MAINTENANCE NC II

Program/Course:
APPLY QUALITY STANDARDS
Unit of Competency:
Module Title: APPLYING QUALITY STANDARDS
Assessment Methods
Written Test*
Demonstration
Work Sample
Questioning*
Observation
Assessment Criteria
Oral
LO 1. Assess quality of received materials or
components
1.Work instructions are obtained and work is carried out in
accordance with standard operating procedures
2. Received materials or component parts are checked
against workplace standards and specifications
3. Faulty material or components related to work are
identified and isolated
4.Faults and any identified causes are recorded and/or
reported to the supervisor concerned in accordance with
workplace procedures
5.Faulty materials or components are replaced in
accordance with workplace procedures
LO 2. Assess own work
1.Documentation relative to quality within the company is
identified and used
2.Completed work is checked against workplace
standards relevant to the task undertaken
3.Faulty pieces are identified and isolated
4.Information on quality and other indicators of production
performance is recorded in accordance with workplace
procedures.
5.In cases of deviations from specified quality standards,
causes are documented and reported in accordance with
workplace’ standards operating procedures
LO 3. Engage in quality improvement

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1. Process improvement procedures are participated in
relation to workplace assignment
2. Work is carried out in accordance with process
improvement procedures
3. Performance of operation or quality of product or
service to ensure customer satisfaction is monitored

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Observation Checklist
Trainee’s name:
Trainer’s name:
Name of TVI:
Competency
standards
Unit of
competency:
Instructions for the trainer:
1. Observe the trainee [insert description of activity being observed].
2. Describe the assessment activity and the date on which it was undertaken.
3. Place a tick in the box to show that the trainee completed each aspect of the
activity to the standard expected in the enterprise.
4. Complete the feedback sections of the form.
Date of observation
Description of assessment
activity
Location of assessment
activity
The trainee…. If yes, tick the box
• can
•
•
•
•
•
•
•
•
•
•
•
Did the trainee’s overall performance meet the standard? Yes No
Feedback to trainee:
Trainer’s signature: Date:

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Observation and Questioning Checklist
Trainee’s name:
Trainer’s name:
Name of TVI:
Competency
standards
Unit of
competency:
Instructions for the trainer:
1. Observe the trainee [insert description of activity being observed].
2. Describe the assessment activity and the date on which it was undertaken.
3. Place a tick in the box to show that the trainee completed each aspect of the
activity to the standard expected in the enterprise.
4. Ask the student a selection of the questions from the attached list to confirm
his/her underpinning knowledge
5. Place a tick in the box to show that the student answered the questions
correctly.
6. Complete the feedback sections of the form.
Date of observation
Description of assessment
activity
Location of assessment
activity
The trainee…. If yes, tick the box
• Can
•
•
•
•
•
•
Did the trainee’s overall performance meet the standard? Yes No

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Demonstration
Trainee’s name:
Trainer’s name:
Unit of competency:
Competency standards:
Date of assessment:
Time of assessment:
Instructions for demonstration
Given the necessary materials the trainee must be able to:
Materials and equipment:
 to show if evidence is
demonstrated
During the demonstration of skills, did the
Yes No N/A
trainee:
  
  
  
  
The trainee’s demonstration was:
Satisfactory ❑ Not Satisfactory ❑

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Written report
Trainee’s name:
Trainer’s name:
Name of TVI:
Competency
standards
Unit of
competency:
Task:
Your task is to:
• [insert description of task]
Submission date:
Use the checklist below as a basis for judging whether the trainee’s
report meets the required competency standards.
The trainee’s report…. If yes, tick the box
•
•
•
•
•
•
Overall did the trainee’s report meet the standard? Yes No
Comments:
Trainee’s
Date:
signature:
Trainer’s
Date:
signature:

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PERFORMANCE TEST
Trainee's Name Date
Competency: Test Attempt

1st 2nd 3rd
Directions: OVERALL EVALUATION

Level
Achieved
CALL TRAINER, ask PERFORMANCE LEVELS
them to assess your
performance in the 4 - Can perform this skill without
following critical task supervision and with initiative and
and performance criteria adaptability to problem situations.
below 3 - Can perform this skill satisfactorily
without assistance or supervision.
You will be rated based
on the overall evaluation 2 - Can perform this skill satisfactorily
on the right side. but requires some assistance and/or
supervision.
1 - Can perform parts of this skill
satisfactorily, but requires considerable
assistance and/or supervision.
Teacher will initial level achieved.
PERFORMANCE STANDARDS
For acceptable achievement, all items should receive a Yes No N/A
"Yes" or "N/A" response.
Get from Performance criteria of the module

07/06/2020 Issued by:
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07/06/2020 Issued by:
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COMPETENCY BASED LEARNING MATERIAL

Sector: ELECTRICAL AND ELECTRONICS

Qualification: ELECTRICAL INSTALLATION AND MAINTENANCE NC II

Unit of Competency: APPLY QUALITY STANDARDS

Module Title: APPLYING QUALITY STANDARDS

TECHNICAL EDUCATION AND SKILLS

Welcome to the module in Applying Quality Standards. This module contains

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

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

Recognition of Prior Learning (RPL)

Date Revised: Document No.

Date Revised: Document No.

COMPETENCY BASED LEARNING MATERIALS

No. Unit of Competency Module Title Code

Use hand tools Using hand tools ELC311205

Perform Mensuration and Performing Mensuration ELC311201

Apply Quality Standards Applying quality ELC311204

Date Revised: Document No.

MODULE TITLE : APPLYING QUALITY STANDARDS

SUMMARY OF LEARNING OUTCOMES:

Upon completion of the module the trainees/student should be able to:

Date Revised: Document No.

The trainees must be provided with the following:

Competency-Based Learning Material (CBLM)

Date Revised: Document No.

Learning Activities Special Instructions

2. Answer Self-Check 4.1-1 Refer your answer to answer key 4.1-1

4. Answer Self-Check 4.1-2 Refer your answer to answer key 4.1-2

Date Revised: Document No.

It is possible for a number of identical units to be produced in parallel under job

2. As the work is concentrated on a specific unit, supervision and inspection of work

For example on Monday, Machine A produces a type 1 engine part, on Tuesday it

The benefits of batch production are:

Date Revised: Document No.

Batch production is described as 'intermittent' production and is characterised by

For flow production to be successful there needs to be a continuity of demand. If demand

Although with modern robotics it is possible to create variations in products being

Achieving a smooth flow of production requires considerable pre-production planning to

The benefits of flow production are:

• ease of using just-in-time techniques to eliminate waste and minimise costs

Date Revised: Document No.

Date Revised: Document No.

Date Revised: Document No.

a. ease of using just-in-time techniques to eliminate waste and minimise costs

Date Revised: Document No.

Quality Control (QC) is a procedure or set of procedures intended to ensure that a

THE QUALITY CONTROL PROCEDURE

In order to implement an effective QC program, an enterprise must first decide which

One of the means to eliminate nonconformities and defects is a clear procedure. A

• A quality manual. It is a document defining the scope of the quality management

• Control of documents. Specification of the process of controlling documents

Date Revised: Document No.

Date Revised: Document No.

1. Conduct an inventory of materials

2. Record the number of non-functional materials

3. Segregate the materials that are serviceable or unserviceable.

5. Label materials which are condemnable.

6. Return materials in the cabinet as per operating procedure.

1. Inspect any damaged or defective materials.

2. Test the functionality of each materials.

3. Separate the non-functional and functional materials.

4. Repair/replace the non-functional materials.

5. Report the condition or status of the materials.