INFORMATION SHEET 1.1.

1
Characteristics of Materials Used in Specific Projects

The student must relate must relate material properties to product and process
quality. These are the factors that must be taken into consideration when choosing
the right material for their components and assemblies.

1. Selection of material

Material selection is one of the most common tasks for design engineering.
The ability to assess the material’s impact on the performance of a product is crucial
reliable performance. Sometimes, buyers are also considering the label or name of
the company which are producing great quality of materials and are known in the
market. Examples are the name of HP for printer and Intel for some computer
hardware.

2. Testing of material

The testing of material properties is widely understood to be the key to

obtaining data for a project, performing failure analysis, or understanding material
interactions. Material testing also provides information on the quality of incoming
and outgoing products, Inspection test equipment and techniques are demonstrated
for a wide range of materials and assemblies during the class. This provides there
participants with both knowledge of the common failure modes.

3. Cost of material

The cost of material is also considered when buying or selecting materials for
a specific project. The amount may vary but never taken for granted the quality and
the reliability of the material. Will you buy material which is less expensive but
worst quality? Will you buy material which you cannot afford? Peoples look for
places which can meet their standards and right cost for materials to buy.
Characteristic of common materials for increased security is also a great
facto in the design and planning process. Evaluation of longevity criteria and
assessment of site environmental factors are vital to project planning.
Specific knowledge about the project and general common sense must dictate
design and material selection. Although many materials can offer enhanced
protection, often the most cost-efficient and readily available material that provides
reasonable life expectancy for the project must be considered.

Before planning and designing takes place, you should evaluate the material
options and system requirements. Teachers should add several useful reference
manuals to their libraries such as installation of hardware, networking,
troubleshooting as well as basis PC Operation and Internet for additional information
that the students may use in their projects.

The characteristic of the materials to be used for specific project must be:

 of good quality

This is the most important factor when choosing materials to buy.

Products with good quality are long-lasting and safe to use because you
know that it follows certain standards before being commercialized.

 reliable

It means that you can be sure that it will perform its function well,
will operate safely and will give the best it could give.
 suitable for the application/purposes

Choose the materials which are very necessary to make the

project possible. Making a list of products/materials to buy is a good
trait of a wise consumer. Products which are not to be used must be
crossed out.

 low cost

It doesn’t mean that you will choose for the less expensive one
and exclude the quality. Low cost means you can afford to buy the
materials without hurting your pocket and assure of better quality.
 INFORMATION SHEET 1.1.2
Fault Identification and Reporting

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
processed defective goods can be returned.

C. Return of Merchandise

When merchandise is received which is incomplete of 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 of 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.

METHODOLOGY
The teacher will be the assessor. Students will be randomly assigned that will:
1. act as Quality checker
2. responsible for monitoring and coordinating the checking
arrangement
3. must generate reports when receiving the equipment’s
The Quality checker will record the date of receipt, name of the materials
purchased, quantity, official receipt number, signature of the person who bought the
materials and signed his name afterwards. The Quality checker will identify if the
materials are in good condition or damage and/or needing for replacements. This
will also be recorded on his report.

FEEDBACK
Once the Quality checker has completed all the reports, the assessor will check
of the Quality checker provides all the data needed in the report
Example of Log Report (to be completed by the Quality checker)
Date O.R Quality
Item Name Quantity Signature
Received number Checker

Example of Assessment of Materials Received (to be completed by the Quality

checker)
Quality Checker Date:

Total no. in Good Total no. of

Item Name Comments
Condition Errors
 INFORMATION SHEET 1.2.1
Workplace Procedure

Workplace Procedure is a set of written instruction 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:
- designing a new job or task
- changing a job or task
- introducing new equipment
- reviewing a procedure when problems have been identified, example
from an accident or incident investigation

The safe working procedure should identify:

 the teacher for the task or job and the students
who will undertake the task
 the tasks that are to be undertaken that pose risks
 the equipment to be used in these tasks
 the control measure that have been formulated
for these tasks
 any training or qualification needed to undertake
the task
 the personal protective equipment to be worn
 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 instruction and procedure in the workplace with
minimal supervision. The students will also be capable of participating and
contributing to OHS management issues.

ELEMENT PEFORMANCE CRITERIA

1. Identify hazards and assess risk. 1.1 Identify hazards in the work are and during the
performance of workplace duties.
1.2 Assess level of risk.
2. Follow procedures and strategies 2.1 Report hazards in the work are to designated
for risk control. 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 3.1 Describe employee rights regarding
workplace 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 participants arrangements 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.
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 and other pictorial
presentation
Controlling risks in the work area Application of the hierarchy of control, namely:
may include: - Eliminate the risk
- Reduce/minimize the risk through
- Engineering controls
- Administrative controls
- Personal protective equipment
Reports identifying workplace - Face to face
hazards may be verbal or written - Phone messages
and may include: - Notes
- Memos
- Specially designated report forms
Examples of OHS issues which - Hazards identified
may need to be raised by workers - Problems encountered in managing
with designated personnel may risks associated with hazards
include: - 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 - Recommendation on changes to work
include: 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

TYPES AND WORK-RELATED ISSUES

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 of 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 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 methods 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
 INFORMATION SHEET 1.2.2
Quality Standards

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 applications. 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 used but are installed incorrectly, the system will
be a failure.
The application of suitable hardware and product 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 of 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 form design, development,
production, installation, servicing and documentation. This introduced the rules:
“fit to purpose” and “do it right the first time”. It included the regulation of
the quality 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 confirmed 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 and
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.

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 implements, 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 the quality levels.
5. Inspections and tests were carried out, and all components and material,
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 form 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.

Quality System
Contents
Requirements
Define and document commitment, policy and
objective, responsibility and authority,
Management
1 verification resources and personnel. Appoint a
responsibility
management representative and conduct regular
reviews of the system.
Establish and maintain a documentation quality
2 Quality system system ensuring that products conform to
specified requirements
Ensure that customer’s contractual requirements
3 Contract Review
are evaluated and met
 Plan, control and verify product development to
4 Product development
ensure that specified requirements are met
System for control and identification of all
5 Document control documents regarding quality. e.g procedures,
instructions, and specifications
Ensure that purchased products conform to
6 Purchasing
specified requirements
System to identify and control traceability of
Product Identification and product at all stages form raw materials through
7
traceability production to the final products as delivered to
the customer
Ensure and plan the control of production which
8 Process control directly effects quality by documented work
instructions, monitoring and control of processes
Inspect and test incoming products, intermediate
and final product; establish product
9 Inspection and testing conformance to specified requirements and
identify non-conforming products; maintain
inspection and test records
Inspection, measuring and Selection and control of equipment to ensure
10
test equipment reliability and accuracy in measuring data
For the whole process the products shall be
identified and clearly marked concerning test
11 Inspection and test status
status, including indication of conformance and
non-conformance
Identification, documentation, evaluation,
Control of non-
12 isolation (if possible) and disposition of non-
conforming products
conforming products
Prevention of reoccurrence of failures (non-
13 Corrective actions
conforming)
Handling, storage packing Protection of the quality of the product during
14
and delivery handling, storage, packing and delivery
 Records, including those which demonstrate that
15 Quality records the specifies requirements have been met, shall
be controlled and maintained
Regular, planned internal audits shall be carries
16 Internal Quality Audits out, document and recorded to verify the
effectiveness of the quality system
Training requirements at all levels shall be
17 Training identifies and the training planned, conducted
and recorded
Although not required by the ISO 9000
18 Cleaning and Disinfection standards, these two points should be given
special attention in all food companies
19 Personal Hygiene

4. Customer Service
According to Turban et al, 2002, “Customer Service is a
series of activities designate to enhance the level of customer’s
satisfaction – that is, the feeling that a product or service has met
the customer’s expectation”. Its importance varies by product,
industry and customer.
 INFORMATIOM SHEET 1.3.1
Quality Improvement

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 the attributes that quality achieves in
Operations Management:

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

 Quality supports dependability
 Dependability supports Speed
 Speed supports Flexibility
 Flexibility

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 no one characteristic of modern quality that is universal. In the
past, when we tried to improve quality, typically defines as producing fewer
defective parts, we did so at the expense of increased cost, increased task time,
longer cycle time.
 QUALITY MANAGEMENT TERMS:

 Quality Improvement can be distinguished from Quality Control in that

Quality Improvement is the purposeful change of a process to improve the
reliability of achieving an outcome.

 Quality Control is the ongoing effort to maintain the integrity of a process to

maintain the reliability of achieving an outcome.

 Quality Assurance is the planned or systematic actions necessary to provide

enough confidence that a product or service will satisfy the give requirement
for quality.

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 assets 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);
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 PROCESS

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 companies that follow total quality principles, whichever
model is chosen should be used consistently in every department or function in
which quality improvement teams are working.

P = PLAN
• Define a problem or opportunity
• Analyze the situation. Study and define the problem,
brainstorm for causes and corrective actions;
and think creatively to determine the best approach
and best possible corrective action
• Develop an implementation plan.
D = DO
• Implement corrective action
• Document the procedures and observations.
• Use data gathering tools to collect information
C = CHECK
• Analyze information.
• Monitor trends.
• Compare obtained results against expected results from the plan.
A = ACT
• If the results are as expected, do nothing.
• If the results are not as expected, repeat the plan/do/check/act cycle.
• Document the process and the revised plan.
 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 statements.
Figure 2. A basic production process
flowchart displays several paths a part can travel
from the time it hits the receiving dock to final
shipping.
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

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.
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

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 (Figure 6). A
histogram's shape shows the nature of the
distribution of the data, as well as central
tendency (average) and variability.
Specification limits can be used to display the
capability of the process.

Figure 6. A histogram is an easy way to see the distribution of the data, its average,
and variability.
SCATTER DIAGRAMS

A scatter diagram shows how two

variables are related and is thus used to test
for cause and effect relationships. It cannot
prove that one variable causes the change in
the other, only that a relationship exists and
how strong it is. In a scatter diagram, the
horizontal (x) axis represents the
measurement values of one variable, and the
vertical (y) axis represents the measurements
of the second variable. Figure 7 shows part
clearance values on the x-axis and the
corresponding quantitative measurement
values on the y-axis.

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 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).

Figure 8. Data points that fall outside

the upper and lower control limits leads to
investigation and correction of the process.

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.