HARDWARE & NETWORK

SERVICING

Level III

UC 10 :- Apply Quality Control

 LO1 : Assess Own Work
Information Sheet 1 : - Standards against workplace being
undertaken
Apply quality standards and procedures
What is Quality?
 The ongoing process of building and sustaining relationships by assessing,
anticipating, and fulfilling stated and implied needs.
 Quality is the customers' perception of the value of the suppliers' work
output. 
 A product or process that is Reliable, and that performs its intended
function is said to be a quality product.  
 Quality is nothing more or less than the perception the customer has of
you, your products, and your services! 
 Quality is nothing more or less than the perception the customer has of
you, your products, and your services! 
Quality Policy 
 Quality policy is a document jointly developed by management and
quality experts to express the quality objectives of the organization, the
acceptable level of quality and the duties of specific departments to
ensure quality.
  Your quality policy should:
 State a clear commitment to quality.
 Recognize customer needs and expectations.
 Be actively supported by senior management.
  List the quality objectives you want to achieve.
 Be understood by everyone in the organization.
 Be consistent with your organization's goals.
 Be maintained throughout your organization.
 Be applied throughout your organization.
Responsibility and authority
 Define quality system responsibilities, give quality system personnel
the authority to carry out these responsibilities, and ensure that the
interactions between these personnel are clearly specified.
 And make sure all of this is well documented.
 This requirement must be met for those who:
- Manage quality system work. - Verify quality system work.
- Perform quality system work. 
Information Sheet 2 : - Understand the Work activities and Completed
Work Process

Processes to sharpen your project management skills

 Small projects don’t necessarily require much knowledge of project

management or much project management discipline.

 But as a project gets larger, formal processes and techniques become

essential.
 Different project management methodologies organize and structure
these processes in various ways, but we’re going to focus on 10 basic
areas:

1. Define the project 6. Manage risks

2. Plan the work 7. Manage communication
3. Manage the work plan 8. Manage documentation
4. Manage issues 9. Manage quality
5. Manage scope 10. Manage metrics
1. Define the project

 As the project manager, you must make sure that the work is properly
understood and agreed to by the project sponsor and key stakeholders
before the project work begins.
2. Plan the work

 In this stage, you decide how the work will be completed.

 This involves building the Project Work plan.
 You’ll take different approaches according to the size of the project

3. Manage the work plan

 At this point, you’ve finished defining the project and planning the work.
 The major deliverables in place are the Project Definition and Project
Work plan.
 You’ll never be a successful project manager if you don’t keep the work
plan up to date.
4. Manage Issues

 An “issue” arises when a problem will delay the progress of the project
and can’t be resolved by the project manager and project team without
outside help.
 If a major problem emerges, you have no choice but to resolve it.
 The only question is whether you’ll actively apply issues management to
the situation or struggle through uncertainty about how the issue should
be resolved.

5. Manage Scope
 Scope describes the boundaries of the project and defines what the
project will deliver, what data is needed, and which organizations are
affected.
6. Manage Risk

 Risk refers to future conditions or circumstances that exist outside the

control of the project team and that will have an adverse impact on the
project if they occur.
7. Manage Communication
 Properly communicating on a project is critical for managing the clients
and the shareholders.
8. Manage Document

 As projects get larger, the documentation definitively needs to be

actively managed.
 Problems at their simplest include documentation that gets lost or is
hard to find and work that ends up being duplicated.
9. Manage Quality

 Quality is represented by how close the project and deliverables come to

meeting the client’s requirements and expectations. In other words,
quality is ultimately measured by the client.

10. Manage Metrics

 Gathering metrics on a project is the most sophisticated project
management process and can be the hardest.
 Because metrics can be difficult to define and collect, they’re usually
ignored or handled poorly.
 All projects should be gathering basic metric information regarding cost,
effort, and cycle time.
Information Sheet 3 : - Isolate Company Products Policies and
Procedures
Basics concepts of strategic management

 Strategic management is the set of managerial decision and action that

determines the long-run performance of a corporation.

Basics concepts of strategic management

1. Environmental scanning (both external and internal),

2. Strategy formulation (strategic or long range planning),
3. Strategy implementation, and
4. Evaluation and control.
 Management scans both the external environment for opportunities and
threats and the internal environmental for strengths and weakness.
 The following factors that are most important to the corporation’s future
are called strategic factors: Strengths, Weakness, Opportunities and
Threats (SWOT)

Strategy Formulation
 Strategy formulation is the development of long-range plans for they
effective management of environmental opportunities and threats,
taking into consideration corporate strengths and weakness.
 It includes defining the corporate mission, specifying achievable
objectives, developing strategies and setting policy guidelines.
Mission
 An organization’s mission is its purpose, or the reason for its existence.
It states what it is providing to society .
 A well conceived mission statement defines the fundamental , unique
purpose that sets a company apart from other firms of its types and
identifies the scope of the company ‘s operation in terms of products
offered and markets served
Strategies
 A strategy of a corporation is a comprehensive master plan stating how
corporation will achieve its mission and its objectives.
 It maximizes competitive advantage and minimizes competitive
disadvantage. The typical business firm usually considers three types of
strategy: corporate, business and functional.
Policies
 A policy is a broad guideline for decision making that links the
formulation of strategy with its implementation.
 Companies use policies to make sure that the employees throughout the
firm make decisions and take actions that support the corporation’s
mission, its objectives and its strategies.
Strategic decision making
 Strategic deals with the long-run future of the entire organization and
have three characteristic
1. Rare- Strategic decisions are unusual and typically have no precedent to
follow.
2. Consequential-Strategic decisions commit substantial resources and
demand a great deal of commitment
3. Directive- strategic decisions set precedents for lesser decisions and
future actions throughout the organization.
Making better strategic decisions
 The book proposes that in most situations the planning mode, which
includes the basic elements of strategic management process, is a more
rational and thus better way of making strategic decisions.
 Following Seven-step strategic decision-making process is proposed
1. Evaluate current performance results
2. Review corporate governance
3. Scan the external environment
4. Analyze strategic factors (SWOT)
5. Generate, evaluate and select the best alternative strategy
6. Implement selected strategies
7. Evaluate implemented strategies
Role of strategic management
 The role of board of directors is to carry out three basic tasks
1. Monitor
2. Evaluate and influence
3. Initiate and determine
Environmental scanning
 Environmental scanning is the monitoring, evaluating and disseminating
of information from the external and internal environments to keep
people within the corporation.
 It is a tool that a corporation uses to avoid strategic surprise and to
ensure long-term health.
Scanning of external environmental variables
 The social environment includes general forces that do not directly
touch on the short-run activities of the organization but those can, and
often do, influence its long-run decisions.
 These forces are
- Economic forces - Political-legal forces
- Technological forces - Sociocultural forces
Scanning of social environment
 The social environment contains many possible strategic factors.
 The number of factors becomes enormous when one realize that each
country in the world can be represented by its own unique set of societal
forces, some of which are very similar to neighboring countries and
some of which are very different.
Monitoring of social trends
 Large corporations categorized the social environment in any one
geographic region into four areas and focus their scanning in each area
on trends with corporate-wide relevance.
 Trends in any area may be very important to the firms in other
industries.
 Trends in economic part of societal environment can have an obvious
impact on business activity.
 Changes in the technological part of the societal environment have a
significant impact on business firms.
 Demographic trends are part of sociocultural aspects of the societal
environment.
International society consideration
 For each countries or group of countries in which a company operates,
management must face a whole new societal environment having
different economic, technological, political-legal, and Sociocultural
variables.
 This is especially an issue for a multinational corporation, a company
having significant manufacturing and marketing operations in multiple
countries.
 International society environments vary so widely that a corporation’s
internal environment and strategic
Scanning of the task environment
 A corporation’s scanning of the environment should include analysis of all
the relevant elements in the task environment.
 These analyses take the form of individual reports written by various
people in different parts of the firms.
 These and other reports are then summarized and transmitted up the
corporate hierarchy for top management to use in strategic decision
making.
 If a new development reported regarding a particular product category,
top management may then sent memos to people throughout the
organization to watch for and reports on development in related product
areas.
 The many reports resulting from these scanning efforts when boiled down
Identification of external strategic factors:
 One way to identify and analyze developments in the external environment
is to use the issues priority matrix as follows.
1. Identify a number of likely trends emerging in the societal and task
environment.
2. These are strategic environmental issues: Those important trends
that, if they happen, will determine what various industries will look
like. Assess the probability of these trends actually occurring.
3. Attempt to ascertain the likely impact of each of these trends of these
corporations.
Industry analysis: Analyzing the task environment
 Basic competitive forces determine the intensity level.
 The stronger each of these forces is, the more companies are limited in
their ability to raise prices and earned greater profits.
Development of policies:
 The selection of the best strategic alternative is not the end of the strategy
formulation. Management now must established policies that define the
ground rule for implementation.
 Flowing from the selected strategy, policies provide the guidance for
decision making an action throughout the organization.
 Policies tend to be rather long lived and can even outlast the particular
strategy that created them.
Strategy implementation: Organizing for action
 Strategy implementation is the sum total of the activities and choices
required for the execution of strategic plan by which strategies and
policies are put into action through the development of programs , budgets
and procedures.
 Although implementation is usually considered after strategy has been
formulated, implementation is a key part of strategic management.
 Thus strategy formulation and strategy implementation are the two sides
of same coin.
Implementing strategy
 Depending on how the corporation is organized those who implements
strategy will probably be a much more divorced group of people than
those who formulate it.
 Most of the people in the organization who are crucial to successful
strategy implementation probably had little to do with the development of
corporate and even business strategy.
 Therefore they might be entirely ignorant of vast amount of data and work
into formulation process.
 This is one reason why involving middle managers in the formulation as
well as in the implementation of strategy tends to result in better
organizational performance.
Developing programs, budgets and procedures
 The managers of divisions and functional areas worked with their fellow
managers to develop programs, budgets and procedures for
implementation of strategy.
 They also work to achieve synergy among the divisions and functional
areas in order to establish and maintain a company’s distinctive
competence.
Programs
 A program is a statement of the activities or steps needed to accomplish a
single use plan.
 The purpose of program is to make a strategy action oriented.
Budgets
 A budget is a statement of corporation’s program in monitory terms. After
programs are developed, the budget process begins.
 Planning a budget is the last real check a corporation has on the feasibility
of its selected strategy.
 An ideal strategy might found to be completely impractical only after
specific implementation programs are coasted in detail.

Procedures
 Procedures are system of sequential steps or techniques that describe in
detail how a particular task or job is to be done.
Information Sheet 4 : - Identified causes in accordance with workplace
procedures
Identifying the hazards
 Some factors in the workplace may increase the risk of an injury
occurring. These hazards can be identified in different ways:
 Walk through the workplace and look for potential hazards.
 Talk over risk factors with workers.
 Check through injury records to help pinpoint recurring
problems.
 Regularly monitor and update risk identification.
Assessing the risks
 The next step is to assess which factors are contributing to the risk
of injury.
 Typical risk factors include:
 Type of work – working in a fixed posture for a prolonged
period of time can increase the risk of injury.
 Layout of the workspace – a cramped or poorly designed
workspace can increase the risk of injury by forcing people to
assume awkward postures, such as bending or twisting.
 Weight of an object – a heavy load may be difficult to lift and
carry and can increase the risk of injury.
 Location of an object – heavy objects that have to be lifted
awkwardly, for example above shoulder height or from below
knee level, can increase the risk of injury.
 Duration and frequency – increasing the number of times an
object is handled or the length of time for which it is handled
can increase the chance of injury.
 Condition of an object – more effort may be required to
manipulate badly designed or poorly maintained equipment
 Awkward loads – loads that are difficult to grasp, slippery or
an awkward shape can increase the risk of injury.
 Handling a live person or animal – lifting or restraining a
person or animal can cause sprains and other injuries.
Reducing or eliminating the risk
 After identifying workplace hazards and controlling the risks, you
can do several things to reduce the risk of manual handling injuries.
 These tips can help reduce injury at home as well as at work.
 Safety suggestions include:
 Change the task - does this task need to be carried out? If so,
does it have to be done this way?
 Change the object – for example, repack a heavy load into
smaller parcels.
 Change the workspace – for example, use ergonomic furniture
and make sure work benches are at optimum heights to limit
bending or stretching.
  Use mechanical aids – like wheelbarrows, conveyor belts,
cranes or forklifts.
 Change the nature of the work – for example, offer frequent
breaks or the chance to do different tasks.
 Offer proper training – inexperienced workers are more likely
to be injured.
Protecting your back
 The back is particularly vulnerable to manual handling injuries.
Safety suggestions include:
 Warm up cold muscles with gentle stretches before engaging in
any manual work.
 Lift and carry heavy loads correctly by keeping the load close to
the body and lifting with the thigh muscles.
 Never attempt to lift or carry loads if you think they are too
heavy.
 Pushing a load (using your body weight to assist) will be less
stressful on your body than pulling a load.
 Use mechanical aids or get help to lift or carry a heavy load
whenever possible.
 Organize the work area to reduce the amount of bending,
twisting and stretching required.
 Take frequent breaks.
 Cool down after heavy work with gentle, sustained stretches.
 Exercise regularly to strengthen muscles and ligaments.
 Lose any excess body fat to improve fitness.
Professional advice
 Your workplace occupational health and safety coordinator can give you
advice about managing the risks associated with manual handling.
Where to get help
 Your manager or supervisor
 Your elected Health and Safety Representative and your workplace
occupational health and safety coordinator
 Your doctor
Things to remember
 Changing workplace design is an effective way to prevent manual handling
injuries.
 There are organizations that can offer information and advice on
modifying the workplace or work practices.
Why are workplace inspections important?
 Workplace inspections help prevent injuries and illnesses.
 Through critical examination of the workplace, inspections identify and
record hazards for corrective action.
 Joint occupational health and safety committees can help plan, conduct,
report and monitor inspections.
 Regular workplace inspections are an important part of the overall
occupational health and safety program.
What is the purpose of inspections?
 As an essential part of a health and safety program, workplaces should be
inspected. Inspections are important as they allow you to:
 listen to the concerns of workers and supervisors
 gain further understanding of jobs and tasks
 identify existing and potential hazards
 determine underlying causes of hazards
 monitor hazard controls (personal protective equipment, engineering
controls, policies, procedures)
 recommend corrective action
Workplace Elements
 Look at all workplace elements - the environment, the equipment and the
process. The environment includes such hazards as noise, vibration,
lighting, temperature, and ventilation.
 Equipment includes materials, tools and apparatus for producing a
product or a service.
 The process involves how the worker interacts with the other elements in
a series of tasks or operations.
Summary of Inspection Information Requirements
 Basic layout plans showing equipment and materials used
 Process flow
 Information on chemicals
 Storage areas
 Work force size, shifts and supervision
 Workplace rules and regulations
 Job procedures and safe work practices
 Manufacturer's specifications
 Personal Protective Equipment (PPE)
 Emergency procedures - fire, first aid and rescue
 Accident and investigation reports
 Maintenance reports, procedures and schedules
 Monitoring reports (levels of chemicals, physical or biological hazards)
 Reports of unusual operating conditions
 Names of inspection team members and any technical experts assisting