APPLY WORKPLACE STANDARDS AND SPECIFICATIONS

1. ASSESS OWN WORK

In 1887 William Cooper P. noted that the profitability of an organization is determined by three critical factors,
i.e. productivity, cost of operations, and the quality of goods and services that create customer satisfaction.
Quality Management System (QMS)
Quality management can be defined as the total of activities and decisions performed in an organization to
produce and maintain a product with desired quality levels against minimal costs. A QMS can therefore be
defined as ‘management of a system to ensure quality product’.
Quality Assurance
Quality Assurance (QA) refers to a procedure for the systematic monitoring and evaluation of individual aspects
of a production line, process, service, or facility to ensure that standards of quality are being met. Two key
principles characterize QA: – “fit for purpose” (the product should be suitable for the intended purpose) – “right
first time” (mistakes should be eliminated). QA includes regulation of the quality of raw materials, assemblies,
products and components, services related to production, and management, production and inspection processes.
What is a standard or Specification?
"Standards and specifications are documents that stipulate or recommend;
1) minimum levels of performance and quality of goods and services, and
2) optimal conditions and procedures for operations in science, industry, and commerce, including
production, evaluation, distribution, and utilization of materials, products, and services.
 Standard
 It is a result of a particular standardization effect, approved by the recognized authority.
 It may take the form of a document containing a set of conditions to be fulfilled,
 A fundamental unit or physical constituent or an object for physical comparison.
 Standardization is the process of formulating and applying the rules for an orderly approach to a specific
activity
For the benefit of all - with the co-operation of all concerned
In particular for the promotion of optimum overall economy,
Taking due account of functional conditions and safety requirements.
Is based on the consolidated results of science, technology and experience.
It determines not only the basis for the present but also for future development
Types of standards:
Category, dimension, structure, equipment, quality, grade , performance, durability, or safety
Methods of manufacturing, methods of drawing, using, or operation of safety condition of production
Methods of testing, analyzing, appraising, verifying, or measuring
Terms, abbreviations, symbols, marks, preferred numbers, or units
What are some points to remember when using standards?
 Some standards are government-mandated, and others are voluntary.
 Standards are updated frequently to keep pace with changing technology
 Older, superseded versions of standards may be useful in many cases

There are different levels of standards, which may be listed as:

• An Individual Standard • A National Standard
• A Company Standard • An International Standard
• An Association Standard
There are various benefits to standardization. To mention a few briefly; the following are listed:
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 1. To the Producer :- Rationalization of manufacturing processes, improved control of processes, high rate
of production, reduction of inventories ultimate increase in sales and profits.
2. To the Consumer: - Assure quality of products & services purchased & better value for money spent.
3. To the Trade: - Minimization of delays, basis for acceptance or rejection of goods, reduction in cost of
handling transactions.
4. To the Technologist:- increased knowledge of properties, possibilities of application of materials,
accepted methods of tests and procedures, guidance for formulation of R & D programs.
Quality standards
Quality standards is a ‘clear and explicit statements about key elements of a given service or product
that how things should be in service or product ’ and what the purchaser and user have a right to expect.
They can be expressed as statements of how much, how well, how often or how quickly something happens
and can be percentages, numbers, frequencies or cost. Standards show the agreed requirements for a
service and help build in quality by enabling us to provide a clear direction for services, promote a shared
vision & common understanding, form a baseline for local service specifications, and provide a basis for
monitoring, inspection, evaluation and future planning.
A. Setting Quality Standards
The aims of developing standards for quality is to stimulate and support for the development of high quality
social services and in order to ensure a range of choice to consumers’. The quality standards set out key
expectations of services. They should be:
 Effective and efficient based on the needs of users;
 Flexible, sensitive and responsive to the changing needs of users;
 Reliable and consistent, with continuity of delivery;
 Consistent with our own agreed standards based on clear aims;
 Continuously improved and developed by monitoring, evaluation and inspection;
 Provided by people with a high standard of professional knowledge and practical skills;
B. Feature of Quality
In a manufacturing or service environment, there are major categories of quality, quality of design, quality of
conformance and quality of use. A poorly designed product will not function properly regardless of how well it
meets its specifications. Conversely a product that does not conform to excellent design specifications will not
properly perform its intended function.
I. Design quality
Design quality refers to the ability of a design to exactly address the design inputs, such as, intended purpose,
regulatory requirements and designer own idea. Design quality also refers to the level of characteristics that the
designers specify for a product high grade materials, tight tolerance, special features and high performance are
characteristics associated with the term, high quality product. This includes
 Identification of the customers
 Identification of the real needs of the customers and other requirements
 Converting the customer needs in to technical language
 Verifying that the technical language reflects the customer needs
II. Conformance quality
Conformance quality may be defined as the degree of adherence of the product characteristics to the design
drawings and specifications. The quality engineer will determine what product or process characteristics are to be
checked. The quality engineer will also determine the type of data to be collected. The corrective actions required
and the statistical tools or other techniques to be used. The producer uses the design to develop a product or
provide a service with the available:

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  Personnel  Working procedure
 Equipment and material  Working environment
1.1 Completed work is checked against workplace standards relevant to the operations being undertaken
Before the final service delivered to the end user it should be evaluate & check against work place standards
using methods of quality evaluation and common procedures for checking the quality of completed work against
work place standards
i. The following are common procedures for checking the quality of completed work against work place standards;
2) Select work product to be evaluated based on documented work place standards
3) Establish and maintain clearly stated criteria for the evaluation of selected work products.
4) Use the stated criteria during the evaluations of selected work products
5) Evaluate selected work products before they are delivered to the customer
6) Evaluate work products at selected time intervals
7) Identify each cases of noncompliance found during the evaluations
After setting quality standards for organization/company/, the new established quality standards should be
introducing to organization staff and also if it is necessary, the new standard procedures should be updating.
ii. Evaluating the Services or Final Products against Standards
Those methods Quality checks may include:
 Against the designed standards  Physical measurements
 Against the specification  Chemical tests
 By visual inspection  Checks against patterns, templates & guides

Why inspection?
Inspection mean a comparison made between what has actually been produced and what should have been
produced at certain stages in the course of production.
 Things those are unlikely to go wrong need little checking
 Inspector alone is not responsible for quality.
 Quality results from a combination of quality of all operation (original designs, methods, equipment and
materials used, and the skill and care of the operator).
 If the job is still wrong, no amount of inspection will put it right.
A. Different forms of inspection
According to production flow, the inspection may be divided into:
1. Incoming inspection concerns goods upon delivery from vendors and/or suppliers. It consists of inspection of
raw materials, components, sub-assemblies and so on. The aim of incoming inspection is to prevent goods
that do not fulfill the quality requirements from entering the production process.
2. In-process inspection: In-process inspection aims to prevent products of unacceptable quality from being
manufactured. It provides data for making decisions on the product (accept or rework or reject), as well as on
the process (run or stop).
3. Final inspection: final inspection and/or testing is done after manufacture has been completed, with the
object of making sure that the goods concerned are satisfactory for dispatch to the customer or maybe to
another department for the next operation.
1.2 An understanding is demonstrated on how the work activities and completed work relate to the next
operation process and to the final appearance of the product

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 The information provided below, on the steps involved in a QMS, is provided to increase your understanding of
the total system. It is likely that in the workplace you are only going to be involved with a quality assurance
process and possibly quality control. All quality management systems aim to:
 Identify objectives for the management system
 plan and document a production process to deliver objectives
 implement the process in the plan
 monitor the outcomes of the process
 review the actual outcomes against objectives, with adjustments as required
B. Characteristics of Quality Management System
Characteristics of a good quality management system differ from the perspective in which they are viewed.
For the raw product producer It:
Is simple, user friendly, relevant and has achievable targets
Does not trap the producer in to one customer
Delivers what it says it will, for example, in providing security of markets
Does not require excessive administration time and cost
Is not prescriptive and does not stifle innovation and independence
For the processor/manufacturer It:
provides sound foundations to grow the business
guarantees consistent raw materials complying to their specifications
allows (and provides for) verification of product claims that are made
meets all regulatory obligations (local and overseas), increases prices, reduces costs (e.g. less waste)
helps assure their ability to supply retailers and markets
1.3 Faulty pieces or final products are identified and isolated in accordance with company policies and
procedures
The standard requires following when problems will occur it is necessary to decide what to do about faulty pieces
or final products
Ways to identify a product or service nonconformity and to decide what to do about it.
It might be necessary to keep it separate from acceptable products and services.
Documented procedure describing how you comply with requirements and to record any activities.
Take appropriate action if nonconformities are found after delivery or use has started including informing
all affected.
The methods and techniques you use for controlling and recording nonconformities should be appropriate for your
organization. While the use of formal nonconformity reports, or customer complaint forms, etc. may be necessary
for large companies (where there is a need to communicate widely), a small business can achieve the same level
of control by much simpler and less bureaucratic means. For instance, where customer complaints on
nonconformities are infrequent, the entire history of the complaint, its investigation and the corrective action
taken can be recorded in a correspondence file.
If you are in service business, you might not detect nonconformities as these can occur while the product or
service is being delivered to your customer. The following are internal sources to show up problems of product
or service;
Verification of purchased product Monitoring and measurement
Production and service provision
The following are the most common external indications, which enable you to target where attention is needed;
Customer complaints Warranty claims
1.4 Faults & causes for faults are recorded and reported in accordance with workplace procedures

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 Once the Quality checker has completed all the reports, the assessor will check if the Quality Checker provides all
the data needed in the report.
The Quality checker will record the date of receipt, name of the materials purchased, quantity, and 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.
2 Assess quality of received articles
One basic aspect of products quality is that industrial products must be fit for use/purpose and Human needs, wants,
requirements and expectations are essential for life, to maintain certain standards of products and services, Failure
in this respect can lead to death, injury, discomfort or economic loss. Thus 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
2.1 Received materials or final product are checked against workplace standards and specifications
I. Received materials or final product are checked against workplace standards
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. Those 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, 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 or defective goods can be returned.
C. Return of Merchandise
When merchandise is received which is incomplete or defective, the supervisor will return the materials to the
supplier or to the store where it was bought and make arrangements with the vendor for replacement.
D. Make an inventory report of the materials
All materials received must be listed and be reported to monitor how many materials are already on hand,
purchased or damaged.
II. Checking the delivered services against organizational specifications
What is a specification?
Specifications are concise statements of requirements for materials, products or services that are to be purchased
by an industry or government agency. Specifications State the requirement clearly, concisely and logically in
functional and performance terms unless specific technical requirements are needed;
Types of specifications
a) Functional specifications
Functional specifications define the task or desired result by focusing on what is to be achieved rather than how it
is to be done. These are specifications that define the function, duty or role of the goods or services. It
nominates what the goods or services are broadly required to do. They do not describe the method of achieving
the intended result. This enables suppliers to provide solutions to defined problems.
b) Performance specifications
These are specifications that define the purpose of the goods or services in terms of how effectively it will
perform, that is, in capability or performance terms. Performance is a logical extension of function. They
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 describe the method of achieving the desired result. This enables suppliers to provide solutions to defined
problems.
c) Technical specifications
These are specifications that define the technical and physical characteristics and/or measurements of a product,
such as physical aspects (for example, dimensions, color, and surface finish), design details, material properties,
energy requirements, processes, maintenance requirements and operational requirements. They are used when
functional and performance characteristics are insufficient to define the requirement.
A GOOD SPECIFICATION SHOULD:
For goods, state what the item will be used for;
Contain enough information for offertory to decide cost & level of quality of goods or services;
Permit offered goods or services to be evaluated against defined criteria by examination, trial, test
State the criteria for acceptance of goods or services by examination, trial, test or documentation;
Form the fundamental basis of the contract between buyer and seller;
Not over-specify requirements
II.2 Materials or products are measured using the appropriate measuring instruments in accordance with
workplace procedures
Materials or products performance must be measurable that indicate the achievement of an outcome. They enable
decision-makers to assess progress towards the achievement of intended outputs, outcomes, goals, and objectives,
and are chosen to reflect the critical success factors of a project/workplace/industry . Thus Any Quality
Management System must have a method of measuring the performance of the system. If the system is not
measured, it is difficult to determine the success of the system and achieve appropriate outcomes.
While every industry, workplace or job is different, typical performance indicators used for measurement may
include:
- Time parameters - Cost and quality parameters
- Quantity and productivity parameters - Internal & external customer satisfactions
- Processes to ensure ‘right first time’ - Time targets for own work
- Criteria for evaluation of own work - Measures to avoid wastage
A. Five most common performance measures
If you’re starting with out measurement has a clearly articulated strategy or goals, objectives, and clear priorities,
helps to making the decision regarding what to measure, how to measure and where to start can be daunting.
Keeping initial measurements as basic as possible and getting started to measure & manage performance.
1. Customer satisfaction.
This is probably the most common and most important of the five. It is the only measure that will connect you
with the relevance of the work you are doing. Measure how your customer judges the outcome of your product or
service, through surveys or at the end of each transaction with the customer. You can ask them directly, give
them a survey form, or send them to a website form. If you also collect data about what aspects of your product or
service are most important to customers, it will give you clues about more specific things that might be important
to measure also e.g. easy access to support staff or accuracy of bills.
2. Product/service defects. Defects is a measure of quality, and a translation of what the customer expects your
product or service to do, into something you can count to assess how often the product or service actually does
what is expected. The extra data collected about what is most important to customers about your product or
service will help you define what constitutes a defect (e.g. something breaks, something doesn’t operate correctly,
a delivery deadline was missed, an invoice has errors).
3. Production/delivery time. The time it takes to produce / deliver your product or service for your customer is a
very useful thing to measure. This measurement will also show unnecessary time wastage which should result in
greater efficiency.
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 4. Productivity. Productivity is a measure of your process efficiency, and is essentially the rate at which you can
produce outputs, relative to the inputs it takes to do so. A great measure to focus on eliminating waste and rework,
wasted time and wasted actions. Productivity can measure many things i.e. product output compared to time taken
and versus cost.
5. Innovation (or improvement) ideas. This is about making active suggestions about how to improve
performance. A good workplace will share and discuss the first 4 measures and their outcomes among the work
team. This sharing will actively encourage improvement ideas and suggestions.
Quality parameters may include:
Finish product variations materials color
Size durability alignment Damage and imperfections
B. The Determinants of Service Quality
Through interviews with business executives and customer focus group, Berry et al have identified the ten
determinants of service quality. They are:
1. Reliability: consistency of performance and dependability; performing the right service right first time;
honoring promises; accuracy.
2. Responsiveness: Willingness or readiness of employees to provide service; timeliness.
3. Competence: possession of the skill and knowledge required to perform the service.
4. Assess: approachability and ease of assess; waiting time; hours of operation.
5. Courtesy: politeness, respect, consideration and friendliness of contact personnel.
6. Communication: keeping customers informed in language they can understand; listening customers;
adjusting language to different needs of different customers; explaining the service itself, how much it will
cost, and how problems will be handled.
7. Credibility: Trustworthiness, believability, honesty; company reputation; personal characteristics of
personnel.
8. Security: freedom from danger, risk, or doubt; physical safety; financial security; confidentiality.
9. Understanding the customer :making the effort to understand the customer’s needs; learning the
customer’s specific requirements; providing individualized attention; recognizing the regular customer
10. Tangible: Physical evidence of the service; physical facilities; appearance of personnel ;tools or
equipment used to provide service; physical representation of the service, such as a plastic credit card or a
bank statement ;other customers in the service facility you really do need to measure.
II.3 Causes of any identified faults are identified and corrective actions are taken in accordance with
workplace procedures
The organization shall ensure that the product which does not conform to product requirements is identified and
controlled to prevent its unintended use or delivery. The organization shall deal with nonconforming product by
one or more of the following ways:
 By taking actions to eliminate the detected nonconformity;
 By authorizing its use , realize or acceptance under concession by a relevant authority & applicable by the
customer;
 By taking action to preclude its original intended use or application;
 By taking action appropriate to its effect, or potential effects, of nonconformity when nonconforming product
is detected after delivery or use has started
When encountering difficulties with customers due to deviation from customer or organization requirements the
following guidelines are suggested.
A. Stay calm and courteous at all times. D. Identify and target the problem.
B. Listen with understanding.
C. Focus on the problem, not the person. E. Take necessary action
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F. Determine actions necessary to resolve the
problem.
G. Determine if you are the person to resolve the
problem.

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 H. Agree on the problem; make sure the customer and you agree on what the problem is?
I. If you're not the right person, assist connecting the customer to the appropriate person.
J. Kindly apologize for the inconvenience, error, mistake, delay, defect, or problem.
3. RECORD INFORMATION
3.1. Recording Information on Quality Performance
Records are documents established to provide evidence of conformity to requirements and of the effective operation of
the quality management system shall be controlled. The organization shall establish a documented procedure to define
the controls needed for the identification, storage, protection, retrieval, retention and disposition of records. Records
shall remain legible, readily identifiable and retrievable.
Some examples of what quality management system might generate as records (quality records) are:
Design files, calculations Meeting notes(management review)
Customers’ orders, contract review, Internal audit reports
Corrective and preventive action reports Calibration and verification reports
Purchase orders Training details and
Process control details Details of goods received and delivered
Details of nonconformance(service failure reports, warranty claims, customer complaints)
Files on suppliers(evaluation of suppliers and their performance history)
Records exist in all companies. These records can provide information to make businesses effectively, Recorded
information helps to meet a particular requirement, It is important reduce burdens, with piles of paper that serve no
purpose. You should decide;-
What records are required in relation to your business?
What is requiring by the standard.
You should identify how long each type of records need to be kept where it will be found and how it is to be
disposed of only keep what needs to be kept.
Records should not be kept just to satisfy an auditor.
NB: In some instance, the retention period is dictated by statutory or regulatory requirements, financial requirements,
and possible product liability claims or customers specifications. These details should be recorded or referenced in the
documented procedure. Records indexing and filing may be in any appropriate form (hard copy or electronic). Storage
will need to be appropriate for the medium and should be such that the risk of deterioration, damage or loss is
minimized. It is useful to decide who has assess to the records and how readily available these need to be.
3.2 Records of work quality are maintained according to the requirements of the company
If you use computer techniques to store records, be aware that developments and evolution of software programs can
result in reading records made several years ago. It is also important that up-to-date anti-virus software is used. Back
up of records stored electronically is also part of records management. After complete record and an organization have
to maintain the work quality records from different damages
Data entry/recording may include:
Keyboard written (including ticks or signs) Verbal.
Sources of information/documents may include:
Quality standards and procedures Manufacturer’s instructions for materials & equipment
work instructions, patterns, designs and recipes Organizational or external personnel
Organization work procedures Customer/s requirements.
4. Study Causes Of Quality Deviation
I. Investigating and reporting cause of deviations
The causes of certain defects are fairly obvious and can directly be identified. In fact ,the ‘analysis’ element in any
process control system is a form of defect investigation ,in the sense that based on the defects observed ,the causative
factor is identified ,which in turn gives a clue to the corrective action required . However, there are other defects which
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 cannot be readily explained. There may be so many possible causes that it may be difficult to spot with any degree of
certainty the factor which has caused a particular defect. In such cases, formal defect studies may be carried out to find
the real cause and the remedial measures required. An organized method of defect investigation is discussed in this
topic. The defects may be broadly grouped into two classes, namely, sporadic and chronic.
A sporadic defect generally signifies that some new factor has entered into the process, and unless this factor is
identified and eliminated, the process will remain out of control. On the other hand, chronic defects are the various
types of defects which have been occurring in a certain percentage of the product, due to unknown causes. Generally,
chronic defects comprise a large number of different types of defects of varying magnitude. There may be certain
defects which result in serious failures of equipment in service. Though direct losses (such as warranty claims) due to
these defects may not be appreciable, the loss in customer good will may be considerable. Therefore, the quality
manager should be on the alert for such defect which will not figure as major defects in a purely financial analysis.
II. Types of quality deviation
Following are some example of deviation 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. Customer service deviation: - rose to track implementation measure related to customer complaints.
4. Technical deviation:- can be raised for validation discrepancies example change in manufacturing instructions
5. Materials complaint: - rose to document any issues with regarding to nonconforming, superseded or obsolete
(out of date) raw materials components, packaging or imported finished goods.
III. Causes of Quality Deviations
1. Design and Specification
a) Vague or insufficient manufacturing particulars or illegible drawing prints
b) Impracticable design or incompatible component and assembly tolerance.
c) Obsolete drawing being used.
2. Machinery and equipment
a) Inadequate process capability d) Non-availability of measuring equipment
b) Incorrectly designed tooling e) Poor maintenance of machines
c) Worn tools
f) Equipment affected by environment condition such as temperature, humidity etc;
3. Materials
a) Use of untested materials.
b) Mix-up of materials
c) Substandard material accepted on concession because of the non-availability of correct material
4. Operating and supervisory staff
a) Operator does not possess adequate skill for operating the process equipment.
b) Operator does not understand the manufacturing drawing or instructions relating to the process.
c) Machine setter does not know how to correctly set the machine.
d) Careless operator and inadequate supervision
e) Undue rush by the operator to achieve quantity targets
5. Process control and inspection
a) Inadequate process controls d) Vague inspection /testing instructions
b) Non availability of proper test equipment e) Inspectors do not possess the necessary skill
c) Test equipment out of calibration
4.1 Suitable preventive action is recommended based on workplace quality standards and identified causes of
deviation from specified quality standards of materials or final product
Preventive action is an important activity. It seeks to prevent the occurrence of potential problems that could have a
negative effect on your business results, products, processes, quality management system, or customer satisfaction.
Preventive action can take two forms.

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 1.The first is the elimination of potential failure modes. This technique should be deployed in the advanced quality
planning stage of new product or process development.
2.The second form of preventive action is the elimination of potential failure modes when information from
processes, systems, work operations, process capability studies, yield analyses, deviations, concessions, quality
records, audit reports, service reports, or customer complaints suggests a nonconformance may occur.
5. COMPLETING DOCUMENTATION
Documentation includes mandatory documented procedures as required by the standard and other documents such as
specifications, records, that indicates, who does what, where, when, why, and how. It should not be a wish list of what
you would like to happen in your business, but should clearly and accurately reflect what really happens.
The decision on how much detail is needed in documentation is depend largely on the method used, the skills needed,
the training undertaken and the extent of supervision required. Thus excessive detail does not necessarily give you
more control of the activity and should be avoided.
Remember documentation may be in any reproducible form and can vary enormously ranging from separate formal
documents, to technical notes incorporated into a drawing to instruction manual equipment. They could also be in
pictorial or video form. Graphic formats or a video or simple set of pictures can be particularly useful since visual aids
can often convey the information more accurately than a lengthy detailed description.
5.1. Records information on quality and other indicators of service performance
Each organization determines the existent of documentation required and the media to be used. This depends on
factors such as the type and size of the organization, the complexity and interaction of processes, the complexity of
products, customer requirements, the applicable regulatory requirements, the demonstrated ability of personnel, and the
extent to which it is necessary to demonstrate fulfillment of quality management system requirements.
A. Documentation requirements and Value of documentation
The quality management system documentation shall include
a) Documented statements of a quality policy and quality objectives
b) A quality manual
c) Documented procedures required by international standard
d) Documents needed by the organization to ensure the effective planning, operation and control of its processes
e) Records required by international standards
A. Documentation enables communication of intent and consistency of action. Its contributes to
a) Achievement of conformity to customer requirements and quality improvement
b) Provision of appropriate training
c) Repeatability and traceability
d) Provision of objective evidence
e) Evaluation of the effectiveness and continuing suitability of the quality management system
B. Types of document used in quality management system
The following types of document are used in quality management system
A. Documents that provide consistent information, both internally and externally, about the organization’s quality
management system: such documents are referred to as quality manuals;
B. Documents that describe how the quality management system is applied to a specific product, project or
contract; such documents are referred to as quality plans;
C. Documents stating requirements; such documents are referred to as specifications;
D. Documents stating recommendations or suggestion; such documents are referred to as guidelines;
E. Documents that provide information about how to perform activities and processes consistently; such
documents can include documented procedures, work instructions and drawing;
F. Documents that provide objective evidence of activities performed or results achieved; such documents are
referred to as records;

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