TAGANA-AN NATIONAL HIGH SCHOOL

COMPUTER SYSTEM
SERVICING NC II
SECOND SEMESTER
LEARNING ACTIVITY SHEET
 CONDUCT STRESS TEST
 FOLLOW 5S AND 3Rs

CONDUCT STRESS TEST

PRE-TEST

Instruction: Define the following term as their uses in Computer System Servicing.

In your own words, define the following:

1. Stress 5. Set 9. Safety

2. Test 6. Shine 10. Reduse
3. Stress Test 7. Standardize 11. Reuse
4. Sort 8. Sustain 12. Recycle

ABSTRACTION
Stress testing is the process of determining the ability of a computer, network, program
or device to maintain a certain level of effectiveness under unfavourable conditions. The process can
involve quantitative tests done in a lab, such as measuring the frequency of errors or system crashes.

Stress testing (sometimes called torture testing) is a form of deliberately intense or

thorough testing used to determine the stability of a given system, critical infrastructure or entity. It
involves testing beyond normal operational capacity, often to a breaking point, in order to observe the
results. Reasons can include:

 to determine breaking points or safe usage limits

 to confirm mathematical model is accurate enough in predicting breaking points or safe usage
limits
 to confirm intended specifications are being met
 to determine modes of failure (how exactly a system fails)
 to test stable operation of a part or system outside standard usage

In hardware, stress testing, in general, should put computer hardware under exaggerated levels
of stress in order to ensure stability when used in a normal environment. These can include extremes
of workload, type of task, memory use, thermal load (heat), clock speed, or voltages. Memory and
CPU are two components that are commonly stress tested in this way.

In software testing, a system stress test refers to tests that put a greater emphasis
on robustness, availability, and error handling under a heavy load, rather than on what would be
considered correct behavior under normal circumstances. In particular, the goals of such tests may
be to ensure the software does not crash in conditions of insufficient computational resources (such
as memory or disk space), unusually high concurrency, or denial of service attacks.

Stress testing puts computer hardware under high levels of stress to ensure stability when the
components are being used in its day to day life. These types of stress can include extreme
workloads, tasks, memory usage, thermals, clock speeds, and more.

CPU stress testing is carried out to check the performance of the component while running it at
full speed and maxing its temperature. When a CPU is being tested, all the cores of the chip will get
used too to ensure a thorough test. It is best to download a CPU test online, rather than going off
your task manager as these tools offer much more.

RAM stress testing is the first thing that you should perform if you are facing any problems like a
blue screen or random system reboots. Testing the RAM can help identify memory defects and
behavioral failures
 Stress test in Video Card

A GPU stress test is an application used to push your graphics card to its absolute limits. This
means full utilization of its processing power, using all the electrical power available to the card, all
while pushing the cooling and the temperatures as far as they can go.

In most cases, practical applications (like games, even the high-end ones), won’t serve as stress
tests. They may push your GPU’s limitations, but they’re not going to do it to the point where you risk
crashing or overheating your system.

Video card stress tests, on the other hand, are actually built with the goal of causing crashing or
overheating. Or, more accurately, to ensure that there is no way that the component in question will
do that during normal or intensive usage. That’s why it’s a test and the only way to pass is for the
component in question to keep running without issue.

These tests are particularly useful for those trying to find a stable overclock (that’s why you’ll
sometimes hear it called a GPU stability test) or for various troubleshooting problems you might come
across when upgrading components and the such.

FOLLOW 5S AND 3Rs

What Is the 5S System?
The 5S system is a lean manufacturing tool that improves workplace efficiency and
eliminates waste. There are five steps in the system, each starting with the letter S:

1. Sort 2. Set In Order 3. Shine 4. Standardize 5. Sustain

By providing a systematic framework for organization and cleanliness, 5S helps facilities

avoid lost productivity from delayed work or unplanned downtime.

5S was created in Japan, and the original ―S‖ terms were in Japanese, so English
translations for each of the five steps may vary. The basic ideas and the connections
between them are easy to understand, though.

Step Name Japanese term Explanation

1. Sort Seiri (tidiness) Remove unnecessary items from each area
2. Set In Order Seiton (orderliness) Organize and identify storage for efficient use
3. Shine Seiso (cleanliness) Clean and inspect each area regularly
Seiketsu
4. Standardize Incorporate 5S into standard operating procedures
(standardization)
Assign responsibility, track progress, and continue the
5. Sustain Shitsuke (discipline)
cycle
These steps feed into each other, so the sequence is important.

Clearing out unnecessary materials in step 1 (Sort) will provide the space needed to organize the important
items in step 2 (Set In Order).

Then, once the work space is de-cluttered and organized, dirt and grime can be removed in step 3 (Shine).

These changes to workers’ job duties and work environment should be reflected in updated procedures through
step 4 (Standardize).

Finally, those new procedures won’t amount to much unless responsibility is assigned and progress is tracked
— as required for step 5 (Sustain). And with responsibility and tracking, workers will continue to apply the steps,
returning to step 1.

Step 1: Sort
The first step in the 5S process is Sort, or ―seiri,‖ which translates to ―tidiness.‖ The goal of the Sort step is to
eliminate clutter and clear up space by removing things that don’t belong in the area.

Clearing the Work Area

For this step, take a close look at the items, tools, and materials in a work area. Items that are necessary or
useful for the work being done in that space should be kept there. Everything else should be removed.

Some of those removed items will need to be thrown away or recycled. Other items might belong to another
work process or location; they should be returned to their ―homes.‖ However, you might find some items that
you aren’t sure about.

Red-Tagging Unknown Items

If you find an item that you can’t identify, or that has uncertain ownership, it’s time
to use a red tag. ―Red-Tagging‖ temporarily attaches a highly-visible tag to the
item, which notes where it was found and when. Then, red-tagged items from all
work areas are collected in a single location: a ―lost and found‖ for tools, materials,
and equipment.

If a work area is missing an important tool, check the red tag collection area to see
if it was found somewhere else. Supervisors for each work space should check the red tag collection area
periodically, in case something has been missed. Anything that belongs in a work space should be taken back
there.

Reassigning Tagged Items

Items may wait in the red tag collection area for a long time. In that case, the original
work area (where that item came from) doesn’t seem to need it anymore. It may be
useful elsewhere, though.

In one common approach, items may be left in the red tag collection space for thirty
days. After that, any supervisor may claim the item for their own work area. If nobody
wants it after another week, the item can be removed from the facility entirely. Sell it,
recycle it, or throw it away.

If an item will definitely be needed by the company, but isn’t needed right now, it might be best to store it for
later. Before putting anything into storage, be sure it will actually be needed again. Have a specific plan for
getting that item out of storage again, at a specific time. Don’t store things ―just in case‖ without good cause,
and keep track of what’s been stored.
Step 2: Set In Order
The second step, Set In Order, was originally called ―seiton,‖ which translates to ―orderliness.‖ A variety of
names have been used in English: ―Systematic Organization,‖ ―Straightening Out,‖ and ―Simplify,‖ for example.
No matter what it’s called, the goal of this step is to organize the work area. Each item should be easy to find,
use, and return: a place for everything, and everything in its place.

Building a 5S Map
Tools that are used frequently should be stored near the place they are
used. Spare equipment, supplies, and other tools that are used less
often can be kept in a central location, where multiple teams can share
them. Items that are typically used together (such as drills and drill bits)
should be stored near each other. Each of these decisions will make
sense on its own, but it may become difficult to keep track of everything.
It may be helpful to create a 5S map as part of this process.

A 5S map is a diagram or floor plan that provides an overview of a work area, process, or station. It provides a
visual reference to show where the tools, supplies, workers, and travel paths are, and how they relate to each
other. A good map may also include a description of the work that happens in the area shown.

Depending on your facility’s needs, you may find one approach easier than another:
 Draw up a map, and then implement it
 Physically arrange the workplace first, and then map it out
 Map as you go, testing ideas and writing down what works well

No matter which approach is used to create it, the resulting 5S map should be kept as a
training tool, used for reference in later steps of 5S, and updated over time as the work area
changes.

Communicating the Plan

Once storage locations are assigned, each storage area should be labeled. Label the outside of cabinet doors
to help workers quickly identify what’s inside each one. Then, label any interior shelves to show where different
supplies belong. The same ideas extend to rack labels, bins, and other storage systems.

Many facilities use a ―shadow board‖ for tool storage, to ensure that each tool is easy to put back in its correct
storage place. With this approach, a label matching the shape and size of the tool is placed where that tool
belongs. Workers can immediately spot where each item belongs, and know at a glance if the item is there or
not. No more time wasted looking through drawers and bins.

Organization can extend to the floor, too. Work areas, movement lanes, and storage for supplies and finished
products can all be marked with floor marking tape.

Step 3: Shine
The third step of 5S is Shine, or ―seiso,‖ which means ―cleanliness.‖ While the first and second steps cleared up
space and arranged the area for efficiency, this step attacks the dirt and grime that inevitably builds up
underneath the clutter, and works to keep it from coming back.

Routine Cleaning
Shine moves far beyond just pushing a broom around every now and then.
It involves regular cleaning of every part of the work area — often a daily
wipe-down, and a more thorough cleaning each week.
Importantly, the Shine step is not meant to be a job for the maintenance or janitorial staff. Each worker should
clean their own work area, and the equipment they use. This approach has several benefits:

 Workers who are familiar with the area will quickly notice any problems that arise
 Hazards or difficult situations will be understood and accounted for
 Items that are out of place or missing will be recognized
 Workers will tend to keep their own workspaces cleaner during normal operations

Everyone should pay attention to the overall cleanliness of the workplace, being willing to pick up trash and so
on. But for 5S to give the best results, each worker should take personal responsibility for their own working
space.

Shine as Preventative Maintenance

Keeping work areas clean will have many advantages. One important advantage is that it’s easy to spot leaks,
cracks, or misalignments. If the people keeping the area clean are the same people who work there regularly,
they will be quick to recognize any of these problems.

Leaving those problems unnoticed and unresolved could result in equipment failure, safety hazards, and loss of
productivity. With the constant cleaning and inspections used in the Shine step of 5S, the system can feed into
a preventative maintenance program. This way, 5S can extend the working life of equipment and help reduce
emergency downtime.

Step 4: Standardize
The first three steps of 5S cover the basics of clearing, organizing, and cleaning a work space; on their own,
those steps will provide short-term benefits. The fourth step is Standardize, or ―seiketsu,‖ which simply means
standardization. By writing down what is being done, where, and by whom, you can incorporate the new
practices into normal work procedure. This paves the way for long-term change.

The Power of Writing Things Down

It’s been said that ―If it isn’t written down, it didn’t happen.‖ Writing down the
decisions that you make in your 5S program will help ensure that your work
doesn’t just disappear. If you made a 5S map in the Set In Order step, that
map can be part of your new standard for the area. In the same way, the
process that you use for red-tagging items can be written down and
included in the standards.

Writing out your decisions doesn’t mean you can’t change your mind, though. The purpose of 5S is to make
your workplace better, not to make it unchangeable. You are writing the standards for your facility, and you can
change them to fit new information or new business needs.

Tools for Standardizing

Once you’ve made decisions on how to change your work practices, those
decisions need to be communicated to workers. This communication is a
key part of the Standardize step. Common tools for this process include:

 5S checklists – Listing the individual steps of a process makes it

easy for workers to follow that process completely. It also provides a simple
auditing tool to check progress later on.
 Job cycle charts – Identify each task to be performed in a work area, and decide on a schedule or
frequency for each of those tasks. Then, assign responsibility to a particular worker (or job duty). The
resulting chart can be posted visibly to resolve questions and promote accountability.
 Procedure labels and signs – Provide operating instructions, cleaning steps, and preventative
maintenance procedures right where that information will be needed.
Step 5: Sustain
The fifth step of a 5S program is Sustain, or ―shitsuke,‖ which literally means ―discipline.‖ The idea here is
continuing commitment. It’s important to follow through on the decisions that you’ve made — and continually
return to the earlier steps of 5S, in an ongoing cycle.

Never “Once and Done”

The 5S approach was never meant to be a one-time event, but an ongoing cycle. This is key, because early
successes in 5S can open the way for problems. If open space becomes available in the Sort step, but
afterward, tools and materials are allowed to gradually fill in that space without any organization, the end result
can be an even bigger mess. The solution is to apply the ideas of 5S over and over, as a routine part of normal
work. That’s why Sustain is so important.

Sustaining a 5S program can mean different things in different workplaces, but there are some elements that
are common in successful programs.
 Management support – Without visible commitment from managers, the 5S processes won’t
stick around. Supervisors and managers should be involved in auditing the 5S work processes,
and getting feedback from workers. They also need to provide the tools, training, and time for
workers to get their jobs done right.
 Department tours – Bringing teams from one department to visit other departments will help
familiarize the entire workforce with the processes of your facility. This type of ―cross
pollination‖ helps to spread good ideas, and inspires people to come up with new ways to
improve the 5S implementation.

 Updated training – As time passes, there may be changes in your workplace, such as new
equipment, new products, or new work rules. When this happens, revise your 5S work
standards to accommodate those changes, and provide training on the new standards.

 Progress audits – The standards that are created in the 5S program should provide specific
and measurable goals. Checking on those goals with a periodic audit can provide important
information and guidance. Where is 5S working well? Where are teams falling behind?

 Performance evaluations – Once you know your goals are reasonable, make performance
part of each employee evaluation. When teams and individuals perform well, celebrate it, and
post overall results so each team can see how they compare to the rest of the facility.

Sustain Is Not the End of 5S

While it’s the last step in the sequence, Sustain is not the end of 5S as a whole. One pass through the steps
can expose problems that were hidden beforehand. Following the steps again can resolve those problems, and
help discover new ways to improve. Continue through the cycle again and again to keep your facility at the top
of its potential.

A Sixth ―S‖ for Safety

When it comes to lean manufacturing and workplace improvement, 5S is one of the most widely known
and used lean tools. It’s no surprise: 5S can increase workplace efficiency, reduce costs, and improve quality.
But with many lean programs, it’s easy to focus only on those goals, and lose sight of the human factor. Worker
safety is critical. That’s why many facilities add another step to the 5S cycle, calling the result ―6S‖ — with
Safety.

Unlike the first five steps, Safety is not a sequential step. It must be considered during each of the other
steps. During the Sort phase, for example, you might decide that a given tool is obsolete because a newer
version is safer to use. Likewise, during the Standardize step, work procedures need to be standardized to
improve workplace safety, not just efficiency.

Keeping workers safe isn’t just the right thing to do: there is a hefty monetary cost for accidental
workplace injuries. A study by Stanford University found that the costs for a bone fracture can cost a company
$50,000 up front, as well as another $55,000 in indirect costs. Each incident can lead to an OSHA inspection
and citations, as well as an increase in insurance costs.

Benefits of a 5S Program

Because 5S focuses on improving a workplace, and different workplaces may have little in common, it can be
hard to predict the exact results of using the program. However, some benefits are almost always found:

 Better time usage - Getting rid of unwanted materials and organizing the important tools
and supplies will eliminate clutter and confusion. Workers spend less time finding and
retrieving what they need, and can be more productive instead.

 Less wasted space – Eliminating unnecessary material stockpiles and consolidating tool
storage will clear up room for more useful applications. Every square foot of floor space has
a cost, and getting the most out of that investment will maximize your facility’s profitability.
 Reduced injury rates – Organizing work areas for efficiency and ease of use will reduce the
movements needed for workers to do their jobs. Removing clutter and routinely cleaning up
spills will eliminate trip hazards. As a result, workers will experience less fatigue and fewer
injuries.
 Reduced equipment downtime – When tools and equipment are kept clean, routinely
inspected, and used in a standardized way, preventative maintenance is much easier, and
major failures can often be prevented entirely.
 Improved consistency and quality – Standardizing work processes will reduce variations
and mistakes. By eliminating faults and failures, overall productivity can be dramatically
improved.

 Heightened employee morale – When 5S principles are used effectively, workers see that
their input is valued, and their performance is recognized. This creates an environment
where workers can feel pride in their work, and take an interest in improving their company.

These benefits are not just good feelings. By documenting their situations before and after adopting 5S, many
facilities have been able to show actual, measured improvements.

3R (REDUCE, REUSE AND RECYLCLE)

Reduce, reuse and recycle (R3) are the three essential components of environmentally-responsible consumer
behavior.

R3 is sometimes called the waste hierarchy. Here's how that hierarchy might apply to computers:
 The concept behind the first R, reduce, is that you should limit the number of purchases that you make in
the first place. So, for example, you might limit your household to a single computer.
 The concept behind the second R, reuse, is that you should reuse items as much as possible before
replacing them. For example, it generally makes more environmental sense to update your computer rather
than get rid of it and buy a new one. However, if you do replace your computer, you should ensure that it,
or its components, are reused. Many charitable organizations welcome donations of second-hand
computers.
 The concept behind the third R, recycle, is that you should ensure that items or their components are put to
some new purpose as much as possible. If your computer is not fit for reuse as is, you can donate it to one
of several organizations, such as StRUT (Students Recycling Used Technology), which will refurbish it or
recycle its components.
REFERENCES:

https://www.graphicproducts.com/articles/what-is-5s/