These are the things to be considered when:

A. Receiving Materials:

1. Match the packing slip to the items received and ensures that the materials are destined
on tour department.
2. That you are receiving the materials indicated on the purchase order with regard to
quantity and discount.
3. That the materials are in acceptable condition.
4. That terms regarding installation and/or set-up of equipment are met.

B. Receiving Reports
Whenever goods are received:
1. The person receiving the goods must document, using the administrative software, that
all goods were received for each requisition before any payment can be made to the
vendor.
2. Any exceptions must be noted so that partial payments can be process or defective
goods can be returned.

C. Return of Merchandise
When the merchandise received is incomplete or defective, the supervisor will return the
materials to the supplier or to the store where it was bought and make arrangements with
the vendor for replacement.

D. Make an Inventory Report of the Materials

All materials received must be listed and be reported to monitor how many materials are
already on hand, purchased or damaged. Effective management checks are an important
means of providing assurance of the integrity and security of the benefit processes. They
are also useful in identifying training needs; indicating possible weaknesses in procedure
and ensuring the section meets its accuracy target set for Best Value Performance
Indicators purposes.

Activity.

Instructions:
In this activity, your teacher will serve as the assessor. You are assigned as the Quality
checker for the Month of August. Make a Log Report and Assessment Report using the
delivered items below. Make sure you will record all the items listed and if they were in
good condition or not. Write your answer on a sheet of paper.
As a Quality checker, you will record the date of receipt, name of the materials purchased,
quantity, official receipt number, and sign your name afterwards. You will identify if the
materials are in good condition or damage and /or needing for replacements. This will be
recorded on the Assessment Report. After you have completed all the reports, the
assessor will check if you have provided all the data needed in the reports.

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Log Report (to be completed by the Quality checker)

Date O.R.# Item Name Quantity Signature Quality

Received Checker

Assessment Report (to be completed by the Quality checker)

Quality Checker:

Total no. in Good

Item Name Total no. of Errors Comments
Condition

DELIVERED ITEMS

1. - Aug 9, 2020 - 5 Hard disk, 2 128MB SDRAM memory chips - Received from Jun
Salcedo (PC chain), OR #20256 - Found out that 1 Hard disk has error need for
replacement

2. - Aug 9, 2020 – 10 Refill ink cartridge from STARINK Shop, OR# 5623

3. - Aug 9, 2020 - 10 PS/2 keyboard, 10 Optic mouse, 2 power supply - Received from
Allan Rivera (Octagon), OR#12544 - 3 defective keyboard need replacement

4. - Aug 9, 2020 - 2 CD-ROM drive - Received from Jun Salcedo (PC Chain), OR#20400

Workplace Procedure is a set of written instructions that identifies the health and safety
issues that may arise from the jobs and tasks that make up a system of work.

A safe working procedure should be written when:

1. Design a new job or task
2. Changing a job or task
3. Introducing new equipment
4. Reviewing a procedure when problems have been identified, example from an
accident or incident investigation

The safe working procedure should identify:

1. The teacher for the task or job and the students who will undertake the task
2. The tasks that are to be undertaken that pose risks

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 3. The equipment to be used in these tasks
4. The control measures that have been formulated for these tasks
5. Any training or qualification needed to undertake the task
6. The personal protective equipment to be worn
7. Action to be undertaken to address safety issues that may arise while undertaking
the task

Following certain procedures is very important to perform a given operation. The table
below shows different elements and their corresponding performance criteria to be able
to identify occupational health and safety hazards, and assess risk, as well as follow
instructions and procedure in the workplace with minimal supervision. The students will
also be capable of participating and contributing to OHS management issues.

1. Identify hazards and assess risk. 1.1 Identify hazards in the work area
and during the performance of
workplace duties.
1.2 Assess level of risk.
2. Follow procedures and strategies for risk 2.1 Report hazards in the work area to
control. designated personnel according to
workplace procedures
2.2 Follow workplace procedures and
work instructions for assessing and
controlling risks with minimal
supervision.
2.3 Whenever necessary, within the
scope of responsibilities and
competencies, follow workplace
procedures for dealing with hazards
and incidents, fire and/or other
emergencies
3. Contribute to OHS in the workplace. 3.1 Describe employee rights regarding
consultation on OHS matters
3.2 Raise task and/or job specific OHS
issues with appropriate people in
accordance with workplace procedures
and relevant OHS legislative
requirements 3.3 Contribute to
participative arrangement for OHS
management in the workplace within
organizational procedures and the
scope of responsibilities and
competencies
3.4 Provide feedback
to supervisor on hazards in work area in
line with organizational OHS policies
and procedures

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 3.5 Provide support in implementing
procedures to control risks in
accordance with organizational
procedures
Work instruction may be: - Verbal
- Written
- In English
- In a community language
- Provided visually eg. video, OHS
signs, symbols
- Other pictorial, presentation, etc
Controlling risks in the work area may include  Application of the hierarchy of
control, namely:
- Eliminate the risk
- Reduce/minimise the risk
through
- Engineering controls
- Administrative controls
- Personal protective equipment
Reports identifying workplace hazards may - Face to face
be verbal or written and may include: - Phone messages
- Notes
- Memos
- Specially designed report forms
Examples of OHS issues which may need to - Hazards identified
be raised by workers with designated - Problems encountered in
personnel may include: managing risks associated with
hazards Clarification on
understanding of OHS policies
and procedures Communication
and consultation processes
- Follow up on reports and
feedback.
- Effectiveness of risk controls in
place
- Training needs
Examples of contributions may include: Recommendations on changes to work
processes, equipment or practices
Listening to the ideas and opinions of
others in the team
Sharing opinions, views, knowledge
and skills
Identifying and reporting risks and
hazards
Using equipment according to
guidelines and operating manuals.

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TYPES AND WORK-RELATED ERRORS

A. Quantity of work (untimely completion, limited production)

1. Poor prioritizing, timing, scheduling
2. Lost time
- Tardiness, absenteeism, leaving without permission
- Excessive visiting, phone use, break time, use of the Internet
- Misuse of sick leave
3. Slow response to work requests, untimely completion of assignments
4. Preventable accidents

B. Quality of work (failure to meet quality standards)

1. Inaccuracies, errors
2. Failure to meet expectations for product quality, cost or service
3. Customer/client dissatisfaction
4. Spoilage and/or waste of materials
5. Inappropriate or poor work methods

Work Behavior Which Result in Performance Problems

A. Inappropriate behavior (often referred to as "poor attitude")

- Negativism, lack of cooperation, hostility
- Failure or refusal to follow instructions
- Unwillingness to take responsibility ("passing the buck")
- Insubordination
- Power games

B. Resistance to change
- Unwillingness, refusal or inability to update skills
- Resistance to policy, procedure, work method changes
- Lack of flexibility in response to problems

C. Inappropriate interpersonal relations

- Inappropriate communication style: over-aggressive, passive
- Impatient, inconsiderate, argumentative
- Destructive humor, sarcasm, horseplay, fighting
- Inappropriate conflict with others, customers, co-workers, supervisors

D. Inappropriate physical behavior

- Smoking, eating, drinking in inappropriate places
- Sleeping on the job
- Alcohol or drug use
- Problems with personal hygiene
- Threatening, hostile, or intimidating behavior

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Assessment

I. Write QN if the statement affects the quantity of work and QL if the statement
affects the quality of work. Write your answers on the spaces provided before
the number.

______ 1. Poor scheduling of work

______ 2. Failure to meet expectations for product quality, cost or service
______ 3. Customer/client dissatisfaction
______ 4. Preventable accidents
______ 5. Misuse of sick leave
______ 6. Tardiness
______ 7. Slow response to work requests
______ 8. Break time
______ 9. Excessive visiting
______ 10. Spoilage and/or waste of materials

II. Write TRUE if the statement is correct and FALSE if the statement is wrong.
__________ 1. Poor attitude results in performance problem.
__________ 2. A safe working procedure should be written when retrieving old tasks.
__________ 3. Preventable accidents may affect the quantity of work.
__________ 4. Following certain procedure is very important in performing given
operation or to a given event.
__________ 5. Safe working procedure should not identify the tasks that are to be
undertaken that pose risks.

Standards are sets of rules that outline specification of dimensions, design of

operation, materials and performance, or describe quality of materials, products or
systems. These standards should cover the performance expectations of the product for
particular application. The intent of standards is to provide at least minimum quality, safety
or performance specifications so as to ensure relatively uniform products and
performance, and to remove ambiguity as to the suitability of certain commercial products
for particular applications. Following standards may reduce the risk of error in working.

Specific quality standards for:

1. Hardware
The durability of the work depends on the quality of its component parts and the assembly
skills of those who install it. If the best-quality products or hardware are used but are
installed incorrectly, the system will be a failure.

2. Production Process
In production process, checking of quality assurance must be highly considered.
Quality assurance covers all activities from design, development, production, installation,
servicing and documentation. This introduced the rules: "fit for purpose" and "do it right
the first time". It includes the regulation of the quality of raw materials, assemblies,

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products and components; services related to production; and management, production,
and inspection processes.

A. FAILURE TESTING
A valuable process to perform on a whole consumer product is failure testing, the
operation of a product until it fails, often under stresses such as increasing vibration,
temperature and humidity. This exposes many unanticipated weaknesses in a product,
and the data is used to drive engineering and manufacturing process improvements

B. STATISTICAL CONTROL
Many organizations use statistical process control to bring the organization to Six Sigma
levels of quality, in other words, so that the likelihood of an unexpected failure is confined
to six standard deviations on the normal distribution. Traditional statistical process
controls in manufacturing operations usually proceed by randomly sampling and testing
a fraction of the output. Variances of critical tolerances are continuously tracked, and
manufacturing processes are corrected before bad parts can be produced.

C. COMPANY QUALITY
The company-wide quality approach places an emphasis on three aspects:
1. Elements such as controls, job management, adequate processes, performance and
integrity criteria and identification of records
2. Competence such as knowledge, skills, experience and qualifications
3. Soft elements, such as personnel integrity, confidence, organizational culture,
motivation, team spirit and quality relationships.

D. TOTAL QUALITY CONTROL

Total Quality Control is the most necessary inspection control of all in cases where,
despite statistical quality control techniques or quality improvements implemented, sales
decrease.

As the most important factor had been ignored, a few refinements had to be introduced:

1. Marketing had to carry out their work properly and define the customer’s specifications.
2. Specifications had to be defined to conform to these requirements.
3. Conformance to specifications i.e. drawings, standards and other relevant documents,
were introduced during manufacturing, planning and control.
4. Management had to confirm all operators are equal to the work imposed on them and
holidays, celebrations and disputes did not affect any of the quality levels.
5. Inspections and tests were carried out, and all components and materials, bought in or
otherwise, conformed to the specifications, and the measuring equipment was accurate,
this is the responsibility of the QA/QC department.
6. Any complaints received from the customers were satisfactorily dealt with in a timely
manner.
7. Feedback from the user/customer is used to review designs.
8. Consistent data recording and assessment and documentation integrity.
9. Product and/or process change management and notification.

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Quality Improvement is part of quality management. It exists alongside quality control,
quality assurance, and quality planning. Below is an explanation of the four parts that
make up quality management.

Quality control
Quality control or QC is a system in manufacturing for maintaining standards. Inspectors
examine the final product to make sure it meets standards and specifications. When the
company provides a service, the inspector checks the end results

Quality assurance
Quality assurance or QA is a program for the systematic monitoring of different aspects
of production. We also use QA for projects and services. QC occurs after the finished
product is completed, while QA happens before.

Quality improvement
Quality improvement or QI focuses on improving the production process. However, the
target could be any part of an organization.

One vital ingredient in successful and sustained improvement is how changes are
introduced and implemented.

Quality planning
Quality planning or QP refers to the process of identifying which quality standards to focus
on and then determine what to do.

Quality planning means planning how to fulfill process and product (deliverable) quality
requirements. Quality is the degree to which a set of inherent characteristics fulfill
requirements.”

In technical usage, quality can have two meanings:

1. The characteristics of a product or service that bear on its ability to satisfy stated or
implied needs.
2. A product or service free of deficiencies.

The quality of a product or service refers to the perception of the degree to which the
product or service meets the customer's expectations. Quality has no specific meaning
unless related to a specific function and/or object. Quality is a perceptual, conditional and
somewhat subjective attribute.

The key to successful problem resolution is the ability to identify the problem, use the
appropriate tools based on the nature of the problem, and communicate the solution
quickly to others. Inexperienced personnel might do best by starting with the Pareto chart
and the cause and effect diagram before tackling the use of the other tools. Those two
tools are used most widely by quality improvement teams.

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FLOWCHARTS

Flowcharts describe a process in as much detail as possible by graphically displaying the

steps in proper sequence. A good flowchart should show all process steps under analysis
by the quality improvement team, identify critical process points for
control, suggest areas for further improvement, and help explain and
solve a problem.

CHECK SHEETS
Check sheets help organize data by category.
They show how many times each particular
value occurs, and their information is
increasingly helpful as more data are
collected. More than 50 observations should
be available to be charted for this tool to be
really useful.

PARETO DIAGRAMS
The Pareto diagram is named after Vilfredo Pareto, a
19th-century Italian economist. Are caused by 20% of
the potential sources. A Pareto diagram puts data in
a hierarchical order which allows the most significant
problems to be corrected first. The Pareto analysis
technique is used primarily to identify and evaluate
nonconformities, although it can summarize all types
of data. It is perhaps the diagram most often used in management presentations.

To create a Pareto diagram, the operator collects random data, regroups the categories
in order of frequency, and creates a bar graph based on the results.

Computer Systems Servicing NC II | 39

CAUSE AND EFFECT DIAGRAMS
The cause and effect diagram is
sometimes called an Ishikawa diagram
after its inventor. It is also known as a
fish bone diagram because of its
shape. A cause and effect diagram
describes a relationship between
variables. The undesirable outcome is
shown as effect, and related causes
are shown leading to, the said effect.
This popular tool has one severe limitation, however, in that users can overlook important,
complex interactions between causes. Thus, if a problem is caused by a combination of
factors, it is difficult to use this tool to depict and solve it.

HISTOGRAMS
The histogram plots data in a frequency distribution table.
What distinguishes the histogram from a check sheet is
that its data are grouped into rows so that the identity of
individual values is lost. Commonly used to present
quality improvement data, histograms work best with
small amounts of data that vary considerably.
When used in process capability studies, histograms can
display specification limits to show what portion of the
data does not meet the specifications.

After the raw data are collected, they are grouped in value and frequency and plotted in
a graphical form.

CONTROL CHARTS
A control chart displays
statistically determined upper and
lower limits drawn on either side of
a process average. This chart
shows if the collected data are
within upper and lower limits
previously determined through
statistical calculations of raw data
from earlier trials.

In preparing a control chart, the

mean upper control limit (UCL)
and lower control limit (LCL) of an
approved process and its data are calculated. A blank control chart with mean UCL and
LCL with no data points is created; data points are added as they are statistically
calculated from the raw data.

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