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TVET Informatio Unit of Apply Quality Standard
LOGO n sheet competence:
Module Title: Applying Quality Standard
Lo1.Assess own work
Every works have a role usually has a job profile. A job profile usually consists of two parts-
job description and person specification. These two in turn will help you to identify the job
requirements.
Job Description
It is a written record of the duties and responsibilities associated with the particular job.
Job description serves a dual purpose,
1. Making it easier to match the right person to the right job, and
2. Informing all employees what their jobs involve.
Person Specification
It is used to assess whether someone has the right qualities and experience for the job.
The person specification consists of the essential as well as the desirable
.
Organization standard
Is a system of policies and procedures that help ensure a firm is complying with professional
standards. In a broad sense, professional standards encompass all the rules, regulations,
standards and other pronouncements in your Members’ Handbook, plus other requirements
such as legislation.
Organization standard is “totality of characteristics of an entity that bear on its ability to
satisfy stated and implied needs”.
Standards:- are sets of rules that outline specification of dimensions, design of operation,
materials and performance, or describe quality of materials, products or systems.
How the work activities complete
1. Identify the scope and goals of the planning process related to each work activity.
Determine what you need to accomplish for the success of the activity or project. Identify the
employees who will play a role in the task if it is a team project.
2. Break down the major tasks for the activity into smaller steps that you need to take
for completion, essentially creating a to-do list for the project. If other employees are
working on the tasks with you, assign each person a role and specific responsibilities to
divide the workload
3. Establish the timeline for completing the work activity. Assign each individual task that
goes into the activity a completion date to make sure everything is completed in a timely
manner. Give yourself enough time to complete all associated tasks before the deadline
passes.
4. Write each due date for the project tasks on your calendar, or set up reminders that
pop up on your computer screen as the deadlines approach.
5. Identify potential problems or barriers you may face for the work activities. Create an
action plan to avoid those issues to keep the project on track.
6. Utilize an online project management program for major work activities that are
critical to the company's success. These programs are particularly effective for complicated
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projects or activities that involve many team members. The progress is tracked and all
employees can stay updated through the program.
7. Schedule planning meetings when active participation and feedback is needed from
others working on the project. Keep the meetings focused and productive to use the time
efficiently.
8. Send out regular updates and communication to all other employees who are working
on the project. This allows all team members to stay informed and update their to-do lists
and timelines as necessary.
Fault Identification and Reporting
Is requires of Effective management checks are an important means of providing assurance of
the Integrity and security of the benefit processes.
Identifying training needs indicating possible weaknesses in procedure Ensuring the section
meets its accuracy target set for Best Value Performance Indicators purposes.
Workplace Standards and Specifications
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.
How WE Discovered the Standard Operating Procedures
Four Reasons to Create Standard Operating Procedures
whether you are a manager or an individual contributor, there are good reasons to
create and use standard operating procedures at work. They may not make for
entertaining reading yet they do serve a valuable purpose.
1. Support Training
In many organizations, there are ongoing cross-training programs to ensure that all important
tasks can be performed by multiple people.
2. Improve Quality
Delivering consistent and high quality results is a key reason to use procedures. In fact,
delivering quality results in operations and the basics is an excellent way to build your
reputation at work. The opposite is also true: failing to deliver quality will quickly undermine
your professional reputation.
3. Support Continuous Improvement
With constant pressures to cut costs and innovate, you need all the improvements you can
get. Fortunately, procedures help with productivity. I have improved productivity on several
tasks over the years by creating procedures. It is easy to find steps to eliminate or document
once all of the steps are visible. If you are interested in greater productivity, then you have a
good reason to create a procedure document.
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4. Increase Capacity for Creative Work
It may sound counterintuitive to learn there are creativity benefits to creating standard
operating procedures. Let’s explain this point. When you have a clear process to follow, you
don’t have to work as hard at recalling each step. Procedures help you reach the unconscious
competence skill level much faster. At that point, your mind may wonder and you will start to
ask new questions about your work. It’s difficult to have those thoughts if you are worried
about getting the basics executed.
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TVET Information Unit of Apply Quality Standard
LOGO sheet competence:
Module Title: Applying Quality Standard
Lo2. Assess quality of service rendered
Introduction
Quality checked
Quality checked means not to serve any food you will not eat yourself. it has to be hot, or
cold depending on item, it has to be fresh and good quality
No, they just make sure that the pizza they deliver sin high quality which means the pizza is
not damaged.
Quality checked: in a project environment which describes necessity of double checked and
objective control of created products.
Generally Quality checked may include the following items:
Visual inspection,
Physical measurements
Check against specifications/preferences
Checking quality of Work
Ways of Identifying Possible Causes of Deviations from Quality Standards
Every business owner likes to think that he or she has a commitment to quality. If that were
truly the case, of course, no product would ever disappoint, and no service would result in a
complaint.
So how can you improve quality at your company? Here are 5 steps you can take to put you
on the right path.
1. Make a commitment.
Deming argued that a company's commitment to quality had to come from the top, and it had
to be reinforced over and over again. Unless a business views quality as its single, non-
negotiable goal, workers will inevitably feel the need to make tradeoffs and quality will slip.
2. Track mistakes.
If you are going to commit to quality, first you must define exactly what quality is. For
manufacturers, this process involves statistical quality control, the process of setting a
product's specifications and then sampling a small number of units from the production line
to see how closely they measure up to those specs. Standards are set and, if too much
deviation occurs (or if quality appears to be trending in the wrong direction), the
manufacturing process is altered.
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3. Invest in training.
An old saw of the quality movement is that any business with a quality control department is
doomed to poor performance, for it has demonstrated to every other employee that quality is
not his or her chief concern..
Training takes on several dimensions. For starters, you should set up a new-employee
initiation program that trains workers to focus on quality issues from their first day on the job
4. Organize quality circles.
Your staff members may roll their eyes at the introduction of such a dated technique, but
organizing employees into quality circles can be an effective way to identify and address
problems.
5. Have the right attitude.
Too many people turn the quest to improve quality into something oppressive. No less an
authority than Deming rejected the idea that the quality management had to be dreary and
involve a lot of negativity.
This attitude is not necessarily easy to adopt and runs afoul of some of the basic management
practices we take for granted.
2.2. Quality parameters
What are the parameters which help us to decide the quality of education?
Generally there are some parameters by which we differentiate various institutions
-Infrastructure and Facilities offered.-Quality and strength of faculty
-Stude8nt teacher ratio.-ProjectsLibrary quality.& Research opportunities.
-Open atmosphere of class rooms.- Collaboration with other institutions.
-Laboratory and Workshops. - Sports and other activities.
Evaluation parameters
A critical appraisal or assessment of the value, worth, character, or effectiveness of
something; measurement of progress.
Abroad view of evaluation in work care includes three approaches:-
direct towards structure
process
Outcome, depending on the focus of evaluation and the criteria or standards being
used.
Structure evaluation: are concerned with physical facilities, equipment, staffing, and other
characteristics of the facility or Agency that have an effect on the quality of care being
provided.
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Process evaluations: centre on the activities of the provider and what the provider has done
assess, plan, and implement nursing care.
Structure and process evolutions are primarily concerned with quality Assurance and nursing
Audits.
Outcome evaluations: focus on the patient and goals set forth in the care plan and therefore
patient-and-goal oriented.
Thus, outcome evaluation is the measurement of a patient’s progress or lack of progress
toward achievement of specified goals.
The purpose of the evaluation is to determine whether outcome criteria have been met and
how care for the patient might be improved.
Evaluation is not done to find fault or lay blame for in efficiencies, incompetence, or
carelessness.
It is done for the purpose of improvement, by identifying specific areas that need change for
the better.
Some weakness that could be found during evaluation are vague or in accurate statement of
the problem because of poor assessment or fault analysis and interpretation of data,
unrealistic goal-setting due too verstimating capabilities of the patient or available resources,
and well-intentioned but in appropriate nursing interventions that do not effectively meet the
hoped-for outcome criteria.
Evaluation of direct care and the effectiveness of care plans and interventions an on-going
activity. It serves to direct assessment of patient status, the reordering of priorities, new goal-
setting, and revision of nursing care as indicated
The basic components of evaluation are:
Identifying the parameters of subject of appraisal,
Developing criteria specific to the topic within the parameters
Data gathering
Measuring the data against the criteria and
5. Employing the results of assessment for improvement of the
process, status, behaviour or activity evaluated.
Policies and procedures
Definition
A set of policies are principles, rules and guidelines formulated or adopted by
An organization to reach its long –term goals and typically published in booklets or other
form that is widely accessible.
Policies and procedures are designated influence and determine all majordecisionsand
actions, and activities take place within the boundaries set by them.
Procedures are the specific methods employed to express poleis in action in day to day
operations of organization. Together, policies and procedures ensure that a point of view held
by the governing body of an organization is translated in to steps that result in an outcome
compatible with that view.
Policies: are generally adopted by the board of senior governance body within an
organization where as
Policies; a course/principles of action adopted or proposed by an organization or individual
contract of insurances.
Procedures; an established /official way of doing somethings.
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Procedures: Monitor the firm’s quality control system by means of a standing partners’
meeting agenda item linking to an index of the individual elements and their projected review
dates, which would be diarized.
Lo3. Record information
3.1 Basic in formations on quality performance
Basic information on the quality performance is recorded in accordance with
workplace procedures
Records of work quality are maintained according to the requirements of the company
Performance measurement. -is the process of collecting, analyzing and/or reporting
information regarding the performance of an individual, group, organization, system or
component.
3.2. Techniques of recording Basic Information Regarding Quality Performance
Quality Performance
Performance measures designed to move associates toward business goals can be a powerful
method for action. Because "you get what you measure," it is important to think through how
and what you measure so you can achieve the desired results. And measuring profitability is
attractive because it goes straight to the heart of every builder’s existence.
Performance measures of profitable builders are as varied as their business strategies. A good
place to start is examining your own business goals and tune-up your measures at the
company level.
The Six-Factor Model of Personality in the Workplace
The following are the six-factor model with job performance and other job-related activities.
Motivation, deviation, absences, and job satisfaction are related to the five factors.
This is a review of the relation between the Six-factor model of personality and performance
in the workplace.
Motivation in the Workplace
Motivation is the driving force by which humans achieve their goals. Motivation is said to be
intrinsic or extrinsic.. According to various theories, motivation may be rooted in a basic
need to minimize physical pain and maximize pleasure, or it may include specific needs such
as eating and resting, or a desired object, goal, state of being,ideal, or it may be attributed to
less-apparent reasons such as selfishness, morality, or avoiding mortality.
Job Satisfaction
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Job satisfaction has been defined as a pleasurable emotional state resulting from the
consideration of one’s job; an affective reaction to one’s job; and an attitude towards one’s
job
Departure in the Workplace
Workplace deviance occurs when an employee voluntarily follows a course of action that
pressures the well-being of the individual or the organization.
Performance in the Workplace
Of the five factors, the single factor of carefulness is the most predictive of job performance.
Absences
Job absence is very much a part of job performance: employees are not performing
effectively if they do not even come to work. Shy, careful employees are much less likely to
be absent from work, as opposed to extraverted employees who are low on carefulness.
Teamwork
Oftentimes in the workplace the ability to be a team player is valued and is critical to job
performance. Although this strengthen the case that job performance is related to the six-
factor model via increased cooperativeness among coworkers, the role of personality by
implying that actual job performance (task performance) is related to cognitive ability and not
to personality .
Using 5S to Increase Performance in the Workplace
5S is the name of a workplace organization methodology that uses a list of five Japanese
words which are seiri (Sorting), seiton (Straightening or setting in order / stabilize), seiso
(Sweeping or shining or cleanliness / systematic cleaning),seiketsu (Standardizing) and
shitsuke (Sustaining the discipline or self-discipline).
The QCDSM program ensures this will happen on a daily basis. In addition to QCDSM,
members of senior management must carry out periodic inspections of each target area. One
common error by senior management is never being visible on the factory floor.
5S provides the foundation for improving performance through continuous improvement. It
focuses on:
Increasing quality by removing waste from the workplace.
Provide reduction in operating costs by reducing non value added activities.
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Improving delivery by by simplifying processes and removing obstacles
Improving safety through improved housekeeping and identification of hazards
Provide an environment where continuous improvement is embraced through workers
problem solving and suggestions, thereby improving morale.
Simply put, 5S works best if the implementation of the program is based on the 5S
Performance Improvement Formula:
P=Q+C+D+S+M
Where;
P - Increase productivity.
Q - Improve product quality.
C - Reduce manufacturing costs.
D - Ensure on-time delivery.
S - Provide a safety working environment
M - Increase worker morale.
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Lo4.Study causes of quality deviation
What is a Deviation?
A Deviation is a departure from standard procedures or specifications resulting in non-
conforming material and/or processes or where there have been unusual or unexplained
events which have the potential to impact on product quality, system integrity or personal
safety.
Types of Deviations:
Following are some examples of deviations raised from different functional areas of
business:
1. Production Deviation - usually raised during the manufacture of a batch production.
2. Quality Improvement Deviation - may be raised if a potential weakness has been
identified and the implementation will require project approval.
3. Audit Deviation - raised to flag non-conformance identified during internal, external,
supplier or corporate audits.
4. Customer Service Deviation - rose to track implementation measures related to
customer complaints.
5. Technical Deviation - can be raised for validation discrepancies. For example: changes
in Manufacturing Instruction.
6. Material Complaint - rose to document any issues with regards to non-conforming,
superseded or obsolete raw materials/components, packaging or imported finished goods.
System Routing Deviation - raised to track changes made to Bill of materials as a result of an
Artwork change
When to Report Deviation:
A Deviation should be raised when there is a deviation from methods or controls specified in
manufacturing documents, material control documents, standard operating procedure for
products and confirmed out of specification results and from the occurrence of an event and
observation suggesting the existence of a real or potential quality related problems.
Different Levels of Deviation Risks:
For the ease of assessing risk any deviation can be classified into one of the three levels 1, 2
& 3 based on the magnitude and seriousness of a deviation.
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Level 1: Critical Deviation
Deviation from Company Standards and/or current regulatory expectations that provide
immediate and significant risk to product quality, patient safety or data integrity or a
combination/repetition of major deficiencies that indicate a critical failure of systems
Level 2: Serious Deviation
Deviation from Company Standards and/or current regulatory expectations that provide a
potentially significant risk to product quality, patient safety or data integrity or could
potentially result in significant observations from a regulatory agency or a
combination/repetition of "other" deficiencies that indicate a failure of system(s).
Level 3: Standard Deviation
Observations of a less serious or isolated nature that are not deemed Critical or Major, but
require correction or suggestions given on how to improve systems or procedures that may be
compliant but would benefit from improvement (e.g. incorrect data entry).
Lo5. Complete documentation
5.1 Record Keeping techniques and its process
Records management is the system used to control an organization's records from the creation
of the record until the record is archived or destroyed. A records management process is
comprised of identifying records, classifying records, and storing records, as well as
coordinating internal and external access.
Before developing a records management process, an organization must be able to determine
what constitutes a record. Let's begin by defining an organizational record.
An organizational record is any document that contains information about a transaction,
activity, or event related to the organization.
The record can be stored on paper or electronically via email, digital file, database, or
spreadsheet. Records also can be photographs, audio files, or videos. Some examples of
record classifications are legal, financial, historical, and daily operations. An effective
records management process contains at least five components: record creation, internal and
external record distribution, record usage, record maintenance, and record archival and
disposal.
Record Creation
At the beginning of any records management process is the creation of the record. There are
many ways to create business records.
Record Distribution
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Once a record is created, an organization must determine its distribution method. In the
example of the vacation policy update, the record has been emailed to all employees. By
using an internal, secured email system, the organization can use ''read receipts'' to ensure that
all employees received notification of the change. The organization should have policies in
place that determine internal and external distribution methods.
Record Usage
After a record is created or received, a records management process can assist in determining
how the record should be used. Will the record be used to make a decision, determine a
direction, or in some other way? An organization needs to have a way to classify records.
5.2 .Relevant Evaluation techniques and Quality Checking Procedures (depiction
The usefulness of an evaluation depends on credibility which relies on transparency of the
process and the quality of the evaluation.
The quality of the evaluation has to be checked at four levels:
The terms of reference,
The evaluation process,
The evaluation report and
The dissemination and feedback of the evaluation.
The quality assessment ensures that the evaluation report complies with professional
standards and meets the information needs of the intended users.
The quality assessment of the final report has 3 mainaims:
o Ensuring that the external evaluation team has fulfilled the commissioning services
requirements.
o Distinguishing the conclusions that are valid and well grounded from those that are
less so and must therefore be used with caution.
o Ensuring that the evaluation withstands the criticism inevitably generated by value
judgments on successes and failures.
5.3. Workplace and Reporting procedures
Workplace inspections are one of the primary functions of the Joint Health and Safety
Committee (JHSC).
The purpose of the monthly inspection is to identify hazards and monitor current work
practices to ensure the safety of all workers.
Workplace inspections determine:
If a hazard is present
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Which workers are exposed or likely to be exposed to hazards
Any workers who have been subject to illness or injury
If established health and safety procedures and processes are being followed
In this four-part series, we will be examining the four stages of a workplace inspection:
1. Preparation
2. Inspection
3. Reporting
4. Follow-up
Reporting Workplace Inspection Results
Who conducted the workplace inspection report their findings back to the JHSC. In order to
do this, all information recorded on documents needs to be organized, legible, and reviewed.
Items to include in the report to the JHSC include:
All recorded information
Hazards (detailed and classified based on their potential for harm)
Name of inspectors
Areas inspected
Notes
Pictures
Observations
Recommendations
Date and time of inspection
The report needs to be completed as soon as possible following an inspection, so that details
remain fresh in the minds of the inspectors, and information is not forgotten.
The committee should also review the report in a timely fashion. Inspection reports should be
treated as action plans for identifying any reported hazards.
5.4. How to conduct Interpretations of work instructions, specifications and standards
(de)
Many people confuse procedures and work instructions. In fact, most people write work
instructions and call them procedures. Knowing the difference between procedures and work
instructions can help you understand the documentation process much better and,
therefore, develop great procedure documentation.
Procedures and Work Instructions
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Procedures describe a process, while a work instruction describes how to perform the
conversion itself. Process descriptions include details about the inputs, what conversion takes
place (of inputs into outputs), the outputs, and the feedback necessary to ensure
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