Senior High School

Computer System
Quarter 1 - Module 3
Applying Quality Standards
(Engage in Quality Improvement)

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 Senior High School

Computer System
Quarter 1 - Module 3
Applying Quality Standards
(Engage in Quality Improvement)

This instructional material was collaboratively developed and reviewed

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encourage teachers and other education stakeholders to email their feedback,
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We value your feedback and recommendations.

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Department of Education ● Republic of the Philippines

Computer Systems Servicing- Grade 12
Alternative Delivery Mode
Quarter 1 - Module 1: Applying Quality Standards
First Edition, 2020

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Published by the Department of Education – Division of Cagayan de Oro

Schools Division Superintendent: Dr. Cherry Mae L. Limbaco, CESO V
Development Team of the Module
Author/s: Jackielyn A. Agcol, MSIT
Cherry Mae A. Andilab

Evaluator/s: Chemby Mae S. Pequiro

Reviewers:
Jufel S. Gutang
School Head – Camaman-an National High School
Zsa-Zsa S. Daug, MaELS, M.A in English
Teacher III – Indahag National High School
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Jackielyn A. Agcol, MSIT
Cherry Mae A. Andilab
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Chairperson: Cherry Mae L. Limbaco, PhD, CESO V
Schools Division Superintendent

Co-Chairperson: Alicia E. Anghay, PhD, CESE

Assistant Schools Division Superintendent

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 Table of Contents

What This Module is About ………………………………………... i

What I Need to Know ………………………………………... i

How to Learn from this Module ………………………………………... ii

Icons of this Module ………………………………………... ii

What I know Assessment (Pre-Test) ………………………………………... 1

Lesson 1:
Engage in Quality Improvement
What’s New ………………………………………... 2
What Is It ………………………………………... 2-5
What’s More ………………………………………... 5

Lesson 2:
Quality Management
What’s New ………………………………………... 6
What Is It ………………………………………... 6 - 12
What’s More ………………………………………... 13
What I Have Learned ………………………………………... 13
What I Can Do ………………………………………... 14

Summary ………………………………………... 15

Assessment (Post – Test) ………………………………………... 15

Answer Key ………………………………………... 16

References ………………………………………... 17
What This Module Is About
This module contains information and suggested learning activities on
Computer Systems Servicing. It includes training materials and activities for you to
complete.

Completion of this module will help you better understand the succeeding
module on Computer Systems Servicing.

This module consists of 3 learning outcomes. Each learning outcome contains

learning activities supported by concept notes in the What’s New section. Before you
perform the learning activities, read the What’s New section provided to ascertain to
yourself and your teacher that you have acquired the knowledge necessary to perform
the skill portion of the particular learning outcome.

Upon completion of this module, submit your portfolio to your teacher for the
checking of your achievement of knowledge and skills requirement of this module.

What I Need to Know

At the end of this module, the learners shall be able to apply quality standards in
computer systems servicing:

LO 3 Engage in quality improvement (TLE_IACSS9-12 AQS-Ic-3)

3.1 Discuss process improvement procedures in relative to workplace assignment

3.2 Carry out work in accordance with process improvement procedures

i
How to Learn from this Module
To achieve the objectives cited above, you are to do the following:
• Take your time reading the lessons carefully.
• Follow the directions and/or instructions in the activities and exercises diligently.
• Answer all the given tests and exercises.

Icons of this Module

What I Need to This part contains learning objectives that are set
Know for you to learn as you go along the module.

What I know This is an assessment as to your level of

knowledge to the subject matter at hand,
meant specifically to gauge prior related
Knowledge
What’s In This part connects previous lesson with that
of the current one.

What’s New An introduction of the new lesson through

various activities, before it will be presented
to you

What is It These are discussions of the activities as a

way to deepen your discovery and under-
standing of the concept.

What’s More These are follow-up activities that are in-

tended for you to practice further in order to
master the competencies.

What I Have Activities designed to process what you

Learned have learned from the lesson

What I can do These are tasks that are designed to show-

case your skills and knowledge gained, and
applied into real-life concerns and situations.

ii
 What I Know
Assessment: (Pre-Test)
Fill in the Blank

Direction: Fill the correct answer for each question from the given answer found in the
box.. Write your answer on a separate sheet of paper.

Cause and Effect Flow Chart Quality improvement

Check Sheets Pareto Quality Planning

Control charts Production Process Standards

Hardware Quality assurance Scatter

Histogram Quality control Total Quality Control

1. _________refers to the sets of rules that outline specification of dimensions,
design of operation, materials and performance, or describe quality of
materials, products or systems?

2. __________ is a system in manufacturing for maintaining standards.

3. _________refers to a program for the systematic monitoring of different

aspects of production.

4. _________focuses on improving the production process. However, the target

could be any part of an organization.

5. __________refers to the process of identifying which quality standards to focus

on and then determine what to do.

6. A _______ diagram puts data in a hierarchical order, which allows the most
significant problems to be corrected first.

7. A _______ describe a process in as much detail as possible by graphically

displaying the steps in proper sequence.

8. The _______ plots data in a frequency distribution table.

9. The _______diagram graphs pairs of numerical data, with one variable on each
axis, to look for a relationship between them.

10. A ________ displays statistically determined upper and lower limits drawn on
either side of a process average

iii
 Lesson

1 Engage in Quality Improvement

What’s New

ACTIVITY 1. True or False

Write T if the statement is correct and F if the otherwise.

________ 1. Standards are set of rules that describe quality of materials, product or system.

________ 2. Quality assurance does not cover all the activities from design, development, up
to documentation.

________ 3. Customer service is a series of activities designed to enhance the level of

customer satisfaction.

________ 4. Customer service is not important in the company’s customer value proposition.

________ 5. The durability of the work does not depend on the skills of those who install it.

What Is It

Engage In Quality Improvement

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.

1
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.
The application of suitable hardware and products must be supported by adequate
levels of training of person who use them so that they can identify and use only appropriate
products. In judging a product or hardware, the person must consider factors such as the
following:

• Is the product or hardware under consideration suitable for the application or purpose?
• Will it be harmful to the health of the community in its normal use?
• Is there a risk of this hardware being released into the environment (e.g. the water) in
the first instance or after the working life of the product or hardware has expired?

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, 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.

The quality of the outputs is at risk if any of these three aspects are deficient in any way.

2
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.
To conclude, the above forms are the basis from which the philosophy of Quality
Assurance has evolved, and the achievement of quality or the “fitness-for-purpose” is “Quality
Awareness” throughout the company.

3. Final Product

Table 1.2.1 shows the Quality System Elements required by ISO 9000 in the making of the
final product.

Table 1.2.2 Quality System Elements.

1 Management Define and document commitment, policy and objectives,

responsibility responsibility and authority, verification resources and
personnel. Appoint a management representative and
conduct regular reviews of the system
2 Quality system Establish and maintain a documented quality system ensuring
that products conform to specified requirements 3
3 Contract Review Ensure that customer's contractual requirements are
evaluated and met
4 Product development Plan, control and verify product development to ensure that
specified requirements are met
5 Document control System for control and identification of all documents
regarding quality, e.g. procedures, instructions, and
specification

3
 6 Purchasing Ensure that purchased products conform to specified
requirement
7 Product identification identification and traceability
and traceability System to identify and control traceability of product at all
stages from raw materials through production to the final
product as delivered to the customer
8 Process control Ensure and plan 17 the control of production which directly
effects quality by documented work instructions, monitoring
and control of processes
9 Inspection and testing Inspect and test incoming products, intermediate and final
product; establish product conformance to specified
requirements and identify non-conforming pro- ducts; maintain
inspection and test records
10 Inspection, measuring Selection and control of equipment to ensure reliability and
and test equipment accuracy in measuring data
11 Inspection and test For the whole process the products shall be identified and
status clearly marked concerning test status, including indication of
conformance or non-conformance
12 Control of Identification, documentation, evaluation, isolation (if possible)
nonconforming and disposition of non-conforming products
product
13 Corrective actions Prevention of reoccurrence of failures (non-conformance)
14 Handling, storage packaging and
packaging and Protection of the quality of the product during hand- ling,
delivery storage, packaging and delivery
15 Quality records Records, including those which demonstrate that the specified
requirements have been met, shall be control- led and
maintained
16 Internal Quality Audits Regular, planned internal audits shall be carried out,
documented and recorded to verify the effectiveness of the
quality system
17 Training Training requirements at all levels shall be identified and the
training planned, conducted and recorded
18 Cleaning and Although not required by the ISO 9000 standards, these two
Disinfection points should be given special attention in all food companies
19 Personal hygiene

4. Customer Service

Customer service is the direct one-on-one interaction between a consumer making a purchase
and a representative of the company that is selling it. Most retailers see this direct interaction
as a critical factor in ensuring buyer satisfaction and encouraging repeat business.

What More
ACTIVITY 2. Essay

Direction: Answer the following questions. Write your answer on a separate sheet of paper.
1. What are the tasks being undertaken in Failure Testing?
2. What are the three aspects of company quality?

4
 Lesson

2 Quality Management

What’s New

ACTIVITY 3. Terms Definition

Direction: Define the following:

1. Quality

_________________________________________________________________________
________________________________________________________________________

2. Flow Chart

_________________________________________________________________________
________________________________________________________________________

3. Check Sheet

_________________________________________________________________________
________________________________________________________________________

4. Pareto Diagram

_________________________________________________________________________
________________________________________________________________________

What Is It

Parts of Quality Management

QI 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.

5
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 dimensions of quality refer to 20 the attributes that quality achieves in Operations
Management:

Quality <-> Dependability <-> Speed <-> Flexibility <-> Cost

• Quality supports dependability

• Dependability supports Speed
• Speed supports Flexibility
• Flexibility supports Cost.

In the manufacturing industry it is commonly stated that “Quality drives productivity.”

Improved productivity is a source of greater revenues, employment opportunities and
technological advances. The best way to think about quality is in process control. If the process
is under control, inspection is not necessary. However, there is one characteristic of modern
quality that is universal. In the past, when we tried to improve quality, typically defined as
producing fewer defective parts, we did so at the expense of increased cost, increased task
time, longer cycle time, etc.

6
Quality improvement is a systematic approach to the elimination or reduction of rework, waste,
and losses in the production process. Quality improvement (QI) refers to methods to improve
the production process. It requires getting rid of or changing parts of the process that do not
function optimally.
Quality and Task-Completion Checking

With development teams of two or three in daily contact and frequently exchanging views and
criticisms, detailed, written quality and task-completion checking procedures may be felt to be
unnecessary. Procedures still need to be agreed and the results need to be documented. The
need to check quality and task completion applies at all stages of the development process
but is underlined especially during the prototype validation stages.
The importance of documenting checks applies whatever the size of the team and whatever
the complexity of the software. In the production of assets, this may involve checking to
confirm the following:
• that all the asset files listed in the product specification document have been
produced;
• that files are correctly named;
• that files are the correct byte size or near the projected file size (examining the file-
sizes in a directory listing can be helpful in identifying problem files which are either
much too large or much too small);
• that files are the correct resolution (screen-size and bit depth in the case of
graphics; duration, sampling frequency and bit-depth in the case of sound files);
• that the quality of files displaying on the target monitor or heard on target listening
equipment is acceptable.

Note that sampling is seldom a satisfactory checking method. Checking should be exhaustive,
unless for reasons of time or economy this is impossible. Usually, however, trying to
economize on checking and testing is a false economy and cutting corners here will often
come back to haunt the development team. At the end of the day, all files will need to be tested
and, if at all possible, this should be done sooner rather than at a later trial stage.

Quality Improvement Processes

Manufacturers can choose from a variety of tools to improve their quality processes. The trick
is to know which tools to use for each situation and increasing the sophistication of the tools
in the repertoire.
Easy to implement and follow up, the most commonly used and well-known quality process is
the plan/do/check/act (PDCA) cycle (Figure 1). Other processes are a takeoff of this method,
much in the way that computers today are takeoffs of the original IBM system. The PDCA
cycle promotes continuous improvement and should thus be visualized as a spiral instead of
a closed circle.
Another popular quality improvement process is the six-step PROFIT model in which the
acronym stands for:

P = Problem definition.
R = Root cause identification and analysis.
O = Optimal solution based on root cause(s).
F = Finalize how the corrective action will be implemented.
I = Implement the plan.
T = Track the effectiveness of the implementation and verify that the desired results are met.

If the desired results are not met, the cycle is repeated. Both the PDCA and the PROFIT
models can be used for problem solving as well as for continuous quality improvement. In

7
companies that follow total quality principles, whichever model is chosen should be used

Plan

Define a problem or opportunity.

Study and define the problem; brainstorm for causes and corrective actions.
Develop an implementation plan.
Do

ü Implement corrective action.

ü Document the procedure and observation.
ü Use data-gathering to collect information.
Check

Ø Analyze information.
Ø Monitor trends.
Ø Compare obtained results against expected result from plan.
Act

v If the results are as expected, do nothing.

v If the results are not expected, repeat the plan/do/check/act cycle.
v Document the process and the revised plan.

consistently in every department or function in which quality improvement teams are working.
Figure 1. The most common process for quality improvement is the plan/do/check/act cycle outlined above. The
cycle promotes continuous improvement and should be thought of as a spiral, not a circle.

Once the basic problem-solving or quality improvement process is understood, the

addition of quality tools can make the process proceed more quickly and systematically. Seven
simple tools can be used by any professional to ease the quality improvement process:
flowcharts, check sheets, Pareto diagrams, cause and effect diagrams, histograms, scatter
diagrams, and control charts. (Some books describe a graph instead of a flowchart as one of
the seven tools.)
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.

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.
Flowcharts can be simple, such as the one featured in Figure 2, or
they can be made up of numerous boxes, symbols, and if/then
directional steps. In more complex versions, flowcharts indicate the
process steps in the appropriate sequence, the conditions in those
steps, and the related constraints by using elements such as arrows,
yes/no choices, or if/then statemen

Figure 2. A basic process flowchart displays several paths in troubleshooting a lamp.

8
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.
Check sheets minimize clerical work since the operator merely adds a mark to the tally on the
prepared sheet rather than writing out a figure (Figure 3). By showing the frequency of a
particular defect (e.g., in a molded part) and how often it occurs in a specific location, check
sheets help operators spot problems. The check sheet example shows a list of molded part
defects on a production line covering a week's time. One can easily see where to set priorities
based on results shown
on this check sheet.
Assuming the
production flow is the
same on each day, the
part with the largest
number of defects
carries the highest
priority for correction.

Figure-3. Because it
clearly organizes data, a
check sheet is the easiest
way to track information

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 (Figure 4), 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.

Figure 4. By rearranging random

data, a Pareto diagram identifies
and ranks nonconformities in the
quality process in descending
order.

9
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.

Figure 5. Fish bone diagrams display the various possible causes of the final effect. Further analysis
can prioritize them.

A fish bone diagram displays all contributing factors and their relationships to the
outcome to identify areas where data should be collected and analyzed. The major areas of
potential causes are shown as the main bones, Later, the subareas are depicted. Thorough
analysis of each cause can eliminate causes one by one, and the most probable root cause
can be selected for corrective action. Quantitative information can also be used to prioritize
means for improvement, whether it be to machine, design, or operator.

HISTOGRAMS

Figure 6. A histogram is an easy way to see the distribution of the data,

its average, and variability.

10
 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.

SCATTER DIAGRAMS
The scatter diagram
graphs pairs of numerical data,
with one variable on each axis, to
look for a relationship between
them. If the variables are
correlated, the points will fall
along a line or curve. The better
the correlation, the tighter the
points will hug the line.

Figure 7. The plotted data points in a

scatter diagram show the
relationship
between two variables

CONTROL CHARTS
A control chart displays
statistically determined upper
and lower limits drawn on either
side of a process average. This 25
chart shows if the collected data are within upper and lower limits previously determined
through statistical calculations of raw data from earlier trials (Figure 8).
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.

Figure 8.
Data points
that fall
outside the
upper and
lower control
limits leads
to
investigation
and
correction of
the process

11
 What’s More

ACTIVITY 4. Problem Analysis

Direction: Create a Fish Bone diagram based on the problem given. List down your analysis
on the problem as much as you can.

Problem:

No computer monitor display

What I Have Learned

ACTIVITY 5. Essay

Read the given situation inside the box. Explain the importance of Quality Assurance
and Quality Management based on what you have understood on the concept notes in the
lesson and based on the situation given.

There is a small computer retail business that sells personal computers such as
desktop computers and laptops. This business had just opened for about a month
but there are already many customers who patronize their products. There are only
five staff including the store manager but they were able to deliver excellent
customer service and were able to guarantee customer satisfaction in every
purchase of a brand-new personal computer.

12
Rubric:

Criteria 5 4 3
Organization Presents ideas in Most ideas are Ideas are poorly
clear and logical expressed in a clear organized, making
manner and logical manner ideas unclear
Relevance All statements are Most statements are Only a few
relevant to the relevant to the statements are
general idea being general idea being relevant to the
expressed expressed general idea being
expressed
Neatness No erasures in the A few erasures on Many erasures on
essay written the essay written the essay written

What I Can Do

ACTIVITY 6. Problem Solution

INSTRUCTIONS: Read the given problem inside the box. Based on the discussion about
Quality Improvement, create a solution based on the PDCA (Plan-Do-Check-Act) model. Copy
the given format in a clean sheet of paper.

Mr. Danilo Mendoza has a small store that sells computer peripheral devices such as
keyboard and mouse. He noticed that customers kept on complaining about the keyboard
that they had bought from his store. Mr. George Agustin and Mr. Ralph Gomez are his
employees. They are the ones who had reported the customer complaints to him.

Your performance will be assessed according to this rubric:

Criteria Score
Adherence to instruction 10
Details 10
Accuracy 10
TOTAL 30

13
Summary
There are types and work-related errors that can affect the quantity and quality of work.
These include poor attitude towards work, resistance to change, inappropriate interpersonal
relations, and inappropriate physical behavior.

Quality improvement is a systematic approach to the elimination or reduction of rework,

waste, and losses in the production process. The parts of quality management are Quality
Control, Quality Assurance, Quality Improvement, and Quality Planning.

Assessment: (Post-Test)

Fill in the Blank

Direction: Fill the correct answer for each question from the given answer found in the box..
Write your answer on a separate sheet of paper.

Cause and Effect Flow Chart Quality improvement

Check Sheets Pareto Quality Planning
Control charts Production Process Standards
Hardware Quality assurance Scatter
Histogram Quality control Total Quality Control

1. _________refers to the sets of rules that outline specification of dimensions, design of

operation, materials and performance, or describe quality of materials, products or
systems?
2. __________ is a system in manufacturing for maintaining standards.
3. _________refers to a program for the systematic monitoring of different aspects of
production.
4. _________focuses on improving the production process. However, the target could be
any part of an organization.
5. __________refers to the process of identifying which quality standards to focus on and
then determine what to do.
6. A _______ diagram puts data in a hierarchical order, which allows the most significant
problems to be corrected first.
7. A _______ describe a process in as much detail as possible by graphically displaying
the steps in proper sequence.
8. The _______ plots data in a frequency distribution table.
9. The _______diagram graphs pairs of numerical data, with one variable on each axis,
to look for a relationship between them.
10. A ________ displays statistically determined upper and lower limits drawn on either
side of a process average.

14
 15
Activity 1 Activity 2 Activity 3
1. T 1. The tasks being undertaken in Failure 1. Quality is the characteristics of a product that
2. F Testing are: bear on its ability to satisfy or implied needs.
3. T • The product is being operated or used until 2. Flowchart describes a process by graphically
4. F it fails. displaying the steps in proper sequence.
5. T • The product is operated under stress such 3. Check Sheet helps organize data by category.
as increasing vibration, temperature and 4. Pareto Diagram puts data in hierarchical order
humidity. which allows the most significant problems to be
2. The three aspects of company quality are: corrected first.
• Elements
• Competence
• Soft elements
Activity 4
Activity 5 Activity 6 Post Test
*answers may vary *answers may vary 1. Standards
2. Quality Control
3. Quality Assurance
4. Quality Improvement
5. Quality Planning
Key to Answers
References

Books:

Mc Laughlin, Robert, Sasser, Susan Ralston, Fix your own PC. Philippines Graphics Arts,
Inc., Tandang Sora St., Caloocan City

Legaspi, Carlos, Caina, Mark Anthony Operate A Personal Computer. Dasmarinas

Computer Learning Center.

Websites:

http://www.paramounthealthcare.com/body.cfm?id=65
http://www.mcrcc.osmre.gov.ph
http://www.standards.dfes.gov.uk
http://www.swce.gov.uk
http://deming.eng.clemson.edu/pub/tutorials/qctools/flowm.htm
http://en.wikipedia.org/wiki/Quality_management
http://www.empf.org/empfasis/aug04/prop.htm
http://www.empf.org/empfasis/aug04/prop.htm
http://www.lakeland.cc.il.us/~internal/policymanual/10fiscalaffairs/1026.POL.htm
https:.gao.gov/new.items/d0871.pdf]
https:plant-materials.nrcs.usda.gov/pubs/nmpmcnl6045.pdf
https.cdpr.ca.gov
https.freepatentsonline.com
http://en.wikipedia.org/wiki/Customer_service
https://en.wikipedia.org/wiki/Quality_standard
https://www.technet.unsw.edu.au/tohss/swp.htm
https:://xnet.rrc.mb.ca/healthsafety/safeworkprocedures
https:// marketbusinessnews.com/financial-glossary/quality-improvement/
https://tiny.cc/kp62rz
https://Tinyurl.com/y7rmgl2y
https://Tinyurl.com/ycrxgg6j
https://Tinyurl.com/y9ylebmz
https://Tinyurl.com/y9u2wwg7

16
 For inquiries and feedback, please write or call:

Department of Education Bureau of Learning Resources (DepEd-BLR)

DepEd Division of Cagayan de Oro City
Fr. William F. Masterson Ave, Upper Balulang, Cagayan de Oro
Telefax: (08822) 855-0048)
Email Address: cagayandeoro.city@deped.gov.ph