Unit of Competence: Establish Quality

Standard
Module Title: Establishing Quality Standard
LG Code: ICT HNS4 M06 LO1-01
TTLM Code: ICT HNS4 TTLM6 06 06
 
 Continuous assessment (100%)
1. Attendance (10%)
2. Quiz 1:- (5%)
3. Quiz 2:- (5%)
4. Group assignment with presentation (40%) submitted date
28/1/2014
 Weight document 20% presentation with questions 20%
5. Theory exam (40%) date 1/2/2014
 Acronyms
QC Quality Control
QA Quality Assurance
QMP Quality Management Plan
 LO1: Establish quality standards
Defining Quality What exactly do we mean by the word quality?
 Does it mean  Meeting and exceeding customer
 excellence? expectations?
 Value for money?  Surprising & delighting customers?
 Conformance to  Gaining a report or certificate that
specifications? recognises your service meets
 Doing as well as the best particular standards?
in the field? Depending on the circumstances, quality
 Getting it right the first can mean all of these things. Quality is
how each one of us defines it.
time?
 Cont.…

 Ultimately, quality is best regarded as the sum of what an

 organisation’s consumers,
 employees,
 board members,
 funding bodies and
 community believe it to be.
 Each organisation needs to define what quality means in conjunction
with its consumers and stakeholders.
 What is Quality?
The ongoing process of building and sustaining relationships by
assessing, anticipating, and fulfilling stated and implied needs.
Quality is the customers' awareness of the value of the suppliers'
work output. 
A product or process that is Reliable, and that performs its intended
function is said to be a quality product.  
Quality is nothing more or less than the awareness the customer has
of you, your products, and your services! 
 Cont.…

Quality is the level of satisfaction with the effectiveness of

awarding bodies and providers of education and training, their
products and services,
 established through conformity with standards and the
achievement of excellence demanded and contributed by
learners and other stakeholders.
NB.
Quality services are those that provide responsive and reliable
services that meet individuals’ needs.
Quality is meeting the needs and expectations of the consumer.
 Benefits to having a quality system
Services that have integrated a quality system into how they work can
achieve better outcomes for consumers, staff, the organisation, funding
bodies and the community.
Benefits of a quality system may be as follows.
For people with disabilities and their families:
they get the service they need & want & achieve better outcomes;
greater confidence that the service is well run;
greater opportunities to have a say and be involved in decision
making about the service they receive; and
more confidence in continuity & progress of supports over time.
 Cont.…
Benefits of a quality system
People who use our service didn’t know what they wanted or how
to ask for it. We as the service provider tended to have control.
• Since we have implemented Personal Outcome Measures they
are asking us for things they want all the time. They have more
control over their lives and the services they receive.
 Cont.…
Benefits of a quality system
For staff members:
the work is less stressful and more satisfying;
there is greater efficiency and effectiveness;
they feel more involved and empowered in their work; and
they have a more interesting learning environment.
 Cont.…
Benefits of a quality system
For the board of management:
confidence that the service is achieving its mission and purpose;
develops a culture of continuous improvement; and
provides an opportunity to express the values of the organisation
and demonstrate these to the community.
 Cont.…
Benefits of a quality system
For managers:
develops a culture of continuous improvement;
more efficient and effective work processes. The service gets more
things right the first time;
more time is spent on undertaking productive work rather than
dealing with problems and crisis;
less time spent on non-productive accountability processes; and
 Cont.…
Benefits of a quality system
provides an opportunity to express the values of the organisation
and demonstrate these to the community.
Our quality system ensures that we consistently provide
services at a high standard throughout the program. It ensures
that the supervisors are “out there” in the homes and actually
check what is happening.
It provides objective feedback to them and staff about what is
happening. Everyone feels more comfortable with getting
feedback. It helps us to identify opportunities for improving the
services overall and at a house level.
 Cont.…
Benefits of a quality system
For funding bodies:
more confidence that service providers use funds to achieve agreed
outcomes.
 Cont.…
Benefits of a quality system
For the community:
confidence that their taxes are being used to effectively assist
members of the community.
We have grown! Our funding body is now confident that we
provide a quality service & growth funding.
Having a quality system has done a lot for our reputation and
self-esteem as a service. Other service providers and family
members want to come and see how we do things!
Perth Home Care Services’ quality system has promoted a
culture of continuous improvement.
 Cont.…
Benefits of a quality system
There is a very strong expectation that if anything isn’t right
something will be done to fix it.
There has been real value in having our quality system
externally accredited. It makes tender responses and
applications so much easier as the purchasers feel confident
that we are a quality service.
 Quality policy 

Quality policy is a document jointly developed by management and quality
experts to express the quality objectives of the organization, the acceptable
level of quality and the duties of specific departments to ensure quality.

Your quality policy should:
State a clear commitment to quality.
Recognize customer needs and expectations.
Be actively supported by senior management.
List the quality objectives you want to achieve.
 Cont.…
Quality policy 
 Be understood by everyone in the organization.
 Be consistent with your organization's goals.
 Be maintained throughout your organization.
 Be applied throughout your organization.
 Cont.…
Quality policy 
Responsibility and authority
Define quality system responsibilities, give quality system
personnel the authority to carry out these responsibilities, and
Ensure that the interactions between these personnel are clearly
specified. And make sure all of this is well documented.
This requirement must be met for those who:
Manage quality system work.
Perform quality system work. 
Verify quality system work.
 Cont.…
Quality policy 
Resources
Identify and provide the resources that people will need to
manage, perform, and verify quality system work.
Make sure that:
Only trained personnel are assigned.
Managers have the resources they need to verify work.
Internal auditors have the resources they need.
 Cont.…
Quality policy 
Management representative
Appoint a senior executive to manage your quality system and
give him or her necessary authority.
 Must ensure that quality system is developed and implemented.
 This executive must:
Monitor the performance of your quality system.
Control the performance of your quality system.
Report on the performance of your quality system.
Help improve the performance of your quality system.
Act as your organization's spokesperson on quality.
 Cont.…
Quality policy 
Develop a quality system and a manual that describes it.
 Your quality system should ensure that your
products conform to all specified requirements.
  Your quality manual should:
State your quality policy.
List your quality objectives.
Provide an overview of your quality system.
Describe the structure of your organization.
Discuss your quality system procedures.
 Cont.…
Quality manual
Introduce your quality documents and records.
Teach people about your quality system.
Control quality system work practices.
Guide the implementation of your quality system.
Explain how your quality system will be audited.
 Quality Specifications

Quality measurement tools are designed to produce accurate measures
of quality that can withstand critical scrutiny.

Well-designed quality measures generate information that cannot be
called into question because of:
Unclear definitions.
Ambiguous procedural specifications.
Flawed assumptions concerning connections between health care
providers and the aspects of health care being measured.
 Cont.…
Quality Specifications
In order to ensure such a result, quality measurement tools must
include clearly defined detailed terminology or specifications that are:
Objective. The definitions of terms are quantifiable and capable
of external verification.
Standardized. Definitions of data elements, data collection, and
data analyses are sufficiently precise and comprehensible that they
can be understood and applied in the same way regardless of who
refers to or applies it.
Comprehensible. The terminology can be understood without
specialized training or expert knowledge.
 LO2. Identify hazards and critical control
points
Identifying the hazards
Some factors in the workplace may increase the risk of an injury
occurring. These hazards can be identified in different ways:
Walk through the workplace and look for potential hazards.
Talk over risk factors with workers.
Check through injury records to help pinpoint recurring problems.
Regularly monitor and update risk identification.
 Assessing the risks
The next step is to assess which factors are contributing to the risk of
injury.
Typical risk factors include:
o Type of work – working in a fixed posture for a prolonged period
of time can increase the risk of injury.
o Layout of the workspace – a cramped or poorly designed
workspace can increase the risk of injury by forcing people to
assume awkward postures, such as bending or twisting.
o Weight of an object – a heavy load may be difficult to lift and
carry and can increase the risk of injury.
 Cont.…
Typical risk factors
o Location of an object – heavy objects that have to be lifted
awkwardly, for example above shoulder height or from below knee
level, can increase the risk of injury.
o Duration and frequency – increasing the number of times an
object is handled or the length of time for which it is handled can
increase the chance of injury.
o Condition of an object – more effort may be required to
manipulate badly designed or poorly maintained equipment
 Cont.…
Typical risk factors
o Awkward loads – loads that are difficult to grasp, slippery or an
awkward shape can increase the risk of injury.
o Handling a live person or animal – lifting or restraining a person
or animal can cause sprains and other injuries.
 Reducing or eliminating the risk
After identifying workplace hazards and controlling the risks, you can
do several things to reduce the risk of manual handling injuries.
These tips can help reduce injury at home as well as at work.
Safety suggestions include:
Change the task - does this task need to be carried out? If so, does
it have to be done this way?
Change the object – for example, repack a heavy load into smaller
parcels.
 Cont.…
Safety suggestions
Change the workspace – for example, use ergonomic furniture
and make sure work benches are at optimum heights to limit
bending or stretching.
Use mechanical aids – like wheelbarrows, conveyor belts, cranes
or forklifts.
Change the nature of the work – for example, offer frequent
breaks or the chance to do different tasks.
Offer proper training – inexperienced workers are more likely to
be injured.
 Cont.…

Protecting your back the back is particularly vulnerable to manual

handling injuries.
Safety suggestions include:
Warm up cold muscles with gentle stretches before engaging in
any manual work.
Lift and carry heavy loads correctly by keeping the load close to
the body and lifting with the thigh muscles.
Never attempt to lift or carry loads if you think they are too heavy.
Pushing a load (using your body weight to assist) will be less
stressful on your body than pulling a load.
 Cont.…
Safety suggestions for Protecting your back
Use mechanical aids or get help to lift or carry a heavy load
whenever possible.
Organize the work area to reduce the amount of bending, twisting
and stretching required.
Take frequent breaks.
Cool down after heavy work with gentle, sustained stretches.
Exercise regularly to strengthen muscles and ligaments.
Lose any excess body fat to improve fitness.
 Cont.…

Professional advice
Your workplace occupational health and safety coordinator can give
you advice about managing the risks associated with manual handling.
Where to get help
Your manager or supervisor
Your elected Health and Safety Representative and your workplace
occupational health and safety coordinator
Your doctor
 Cont.…

Things to remember
Changing workplace design is an effective way to prevent manual
handling injuries.
There are organizations that can offer information and advice on
modifying the workplace or work practices.
 Quality Control (QC )
QC is the overall system of operational techniques and activities
that are used to fulfil requirements for quality.
The QC activities are used to produce and document the quality of the
end product.
 Quality Management Plan (QMP)?
A QMP is a formal plan that documents an entity's management
system for the environmental work to be performed.
The QMP is an "umbrella" document which describes the
organization's quality System in terms of the organizational structure,
functional responsibilities of management and staff, lines of authority,
and required interfaces with those
planning, implementing, and assessing all environmentally
related activities conducted.
 Quality system procedures
Develop & implement quality system
procedures that are consistent with your quality policy.
Develop your procedures for all areas of your quality system.
Document your procedures, and keep them up to date.
Each procedure should:
Specify its purpose and scope.
Describe how an activity should be carried out.
Describe who should carry out the activity.
Explain why the activity is important to quality.
 Cont.…
Each procedure should:
Describe when and where it should be carried out.
Explain what tools and equipment should be used.
Explain what supplies and materials should be used.
Explain what documents and records should be kept.
Procedures may also refer to detailed work instructions 
that explain exactly how the work should be done.
 LO3. Assist in planning of quality
assurance procedures
What is Quality Control?
It’s A part of quality management focused on fulfilling quality
requirements.
What is Quality Assurance?
It’s A part of quality management focused on providing
confidence that quality requirements will be fulfilled.
 Other Definitions
Quality Assurance is defined as all the planned and systematic
activities implemented within the quality system that can be
demonstrated to provide confidence that a product or service will
fulfill requirements for quality.
Quality Control is defined as the operational techniques and
activities used to fulfill requirements for quality.
Quality Assurance is fundamentally focused on planning and
documenting those processes to assure quality including things such
as quality plans and inspection and test plans
 Cont.…
Other Definitions of QA & QC
Quality Control on the other hand is the physical verification that
the product conforms to these planned arrangements by inspection,
measurement etc.
Quality Assurance is a system for evaluating performance, service,
of the quality of a product against a system, standard or specified
requirement for customers.
Quality Control is the process involved within the system to ensure
job management, competence and performance during the
manufacturing of the product or service to ensure it meets the
quality plan as designed.
 Cont.…
Other Definitions of QA & QC

Quality Assurance is a system of management activities involving

planning, implementation, assessment, and reporting to make sure
that the end product (i.e., environmental data) is of the type and
quality needed to meet the needs of the user.
 Quality planning
Develop quality plans that show how you intend to fulfill quality
system requirements.
You are expected to develop quality plans for products,
processes, projects, and customer contracts.
Your quality plans should list the quality objectives you intend to
achieve, and the steps you intend to take to achieve these objectives.
 Cont.…
Quality planning
When you construct quality plan, consider the following questions:
 Do you need to purchase any new equipment or instruments, or any
new inspection and test tools?
 Do you need to carry out any special training in order to fulfill all
quality system requirements?
 Do you need to improve design, production, testing, inspection,
installation, or servicing procedures?
 Do you need to improve your quality measurement and verification
procedures?
 Cont.…
Quality planning
 Do you need to develop any new measurement methods or
instruments?
 Do you need to clarify your organization's standards of
acceptability?
 Do you need to develop any new documents, forms, reports,
records, or manuals?
 Do you need to allocate more resources in order to achieve the
required levels of quality?
 Quality management standards
Quality management system (QMS) standards establish a
framework for how a business manages its key processes.
They can help whether your business offers products or services and
regardless of your size or industry.
They can also help new businesses start off on the right foot by
ensuring processes meet recognized standards, clarifying business
objectives and avoiding expensive mistakes.
 Cont.…
Quality management standards
To comply with the standard you'll first need to implement a
QMS.
Implementing a QMS can help your business to:
achieve greater consistency in the activities involved in providing
products or services
reduce expensive mistakes
increase efficiency by improving use of time and resources
improve customer satisfaction
market your business more effectively
exploit new market sectors and territories
 Cont.…
Quality management standards

manage growth more effectively by making it easier to integrate

new employees
constantly improve your products, processes and systems
For example, the quality system of a manufacturing business might
include looking at more efficient manufacturing processes or speeding
up distribution.
 Cont.…
Quality management standards
The ISO 9000 series of standards is the main set of International
Standards applying to the management of quality systems.
 It includes ISO 9001, the key internationally agreed standard for
a QMS.
 Businesses can be certified against this standard when they meet
its requirements.
 The ISO 9001:2008 standard
ISO 9001:2008 is the key internationally agreed standard for quality
management systems. It is used by over 951,000 businesses in 175
countries worldwide
The ISO 9001:2008 standard has four elements:
i. management responsibility - ensuring top level management
shows commitment to the quality system and develops it
according to customers' needs and the business' objectives
ii. resource management - ensuring the people, infrastructure and
work environment needed to implement and improve quality
systems are in place
 Cont.…
ISO 9001:2008 standard has four elements:
iii. product realization - delivering what customers want, looking
at areas such as sales processes, design and development,
purchasing, production or service activities
iv. measurement, analysis and improvement - checking whether
you have satisfied customers by carrying out other measurements
of your system's effectiveness
The advantages of ISO 9001:2008 for your
business can include:
risk management
greater efficiency and less waste increased customer satisfaction
consistent control of major greater consistency in the quality
business processes, through key of products and services through
processes lists - see our example better control of processes
key processes master list - Opens differentiation of your business
in a new window  from its competitors
regulation of successful working increased profits
practices exploitation of new markets,
both in the UK and overseas
 Disadvantages of ISO 9001:2008
These can include:
the cost of getting and keeping the certification
the time involved
overcoming opposition to implementing change from within the
business
The standard is adaptable to your business' needs and resources,
though you may need the help of a consultant.
 The ISO 9004:2009 standard
ISO 9004:2009 goes beyond ISO 9001:2008 and provides guidance
on how you can continually improve your business' quality
management system.
It also contains information on managing for sustained success. This
can benefit not only your customers but also:
employees
owners
suppliers
society in general
By measuring these groups' satisfaction with your business, you'll
be able to assess whether you're continuing to improve.
 The ISO 9000 series
 The ISO 9000 series, which includes 9001 and 9004, is based around
 Eight quality management principles that your senior managers
should use as a framework for improvements to the business:
Customer focus - they must understand and fulfil customer needs.
Leadership - they should demonstrate strong leadership skills to
increase employee motivation.
Involvement of people - all levels of staff should be aware of their
responsibilities within the business and the importance of providing
what the customer requires.
 Cont.…
ISO 9000 series eight quality management principles.
Process approach :- identifying your essential business activities
and considering each one as part of a process.
System approach to management :- managing your processes
together as a system, leading to greater efficiency and focus. You
could think of each process as a cog in a machine, helping it to run
smoothly.
Continual improvement :- this should be a permanent business
objective.
 Cont.…
ISO 9000 series eight quality management principles
Factual approach to decision-making - senior staff should base
decisions on thorough analysis of data and information.
Mutually beneficial supplier relationships - managers should
recognize that your business and its suppliers depend on each other.
 LO4. Implement quality assurance
procedures
A Standard Procedure for Quality Assurance Deviation
Management
What is a Deviation? (መዛባት)
A Deviation is a departure from standard procedures or
specifications resulting in non-conforming material and/or
processes or
 Where there have been unusual or unexplained events
which have the potential to impact on product quality,
system integrity or personal safety.
 Types of Deviations:
Types of Deviations: Following are some examples of deviations
raised from different functional areas of business:
1. Production Deviation - usually raised during the manufacture
of a batch production.
2. Quality Improvement Deviation - may be raised if a potential
weakness has been identified and the implementation will require
project approval.
3. Audit Deviation - raised to flag non-conformance identified
during internal, external, supplier or corporate audits.
4. Customer Service Deviation - rose to track implementation
measures related to customer complaints.
 Cont.…
Types of Deviations:
5. Technical Deviation - can be raised for validation
discrepancies. For example: changes in Manufacturing
Instruction.
6. Material Complaint - rose to document any issues with regards
to non-conforming, superseded or obsolete raw
materials/components, packaging or imported finished goods.
7. System Routing Deviation - raised to track changes made to
Bill of materials as a result of an Artwork change.
 When to Report Deviation:
A Deviation should be raised when there is a deviation from
methods or controls specified in manufacturing documents, material
control documents,
Standard operating procedure for products and confirmed out of
specification results & from the occurrence of an event and
observation suggesting the existence of a real or potential quality
related problems.
A deviation should be reported if a trend is noticed that requires
further investigation.
 Cont.…
When to Report Deviation:
 All batch production deviations (planned or unintended)
covering all manufacturing facilities, equipment's, operations,
distribution, procedures, systems and record keeping
 must be reported and investigated for corrective and
preventative action.
 Reporting deviation is required regardless of final batch
disposition.
 If a batch is rejected a deviation reporting is still required.
 Different Levels of Deviation Risks:
For the ease of assessing risk any deviation can be classified into one
of the three levels 1, 2 & 3 based on the magnitude and seriousness of
a deviation.
Level 1: Critical Deviation
 Deviation from Company Standards and/or current regulatory
expectations that provide immediate and significant risk to
product quality, patient safety or data integrity or a
combination/repetition of major deficiencies that indicate a
critical failure of systems
 Cont.…
Different Levels of Deviation Risks:
Level 2: Serious Deviation
 Deviation from Company Standards and/or current regulatory
expectations that provide a potentially significant risk to
product quality, patient safety or data integrity or could
potentially result in significant observations from a regulatory
agency or a combination/repetition of "other" deficiencies that
indicate a failure of system(s).
 Cont.…
Different Levels of Deviation Risks:
Level 3: Standard Deviation
 Observations of a less serious or isolated nature that are not
deemed Critical or Major, but require correction or suggestions
given on how to improve systems or procedures that may be
compliant but would benefit from improvement
 (e.g. incorrect data entry).
 How to Manage Reported Deviation:
 The dept. Manager or delegate should initiate the deviation report
by using a standard deviation form as soon as a deviation is found.
 Write a short description of the fact with a title in the table on the
form and notify the Quality Assurance department within one
business day to identify the investigation.
 QA has to evaluate the deviation and assess the potential impact to the
product quality, validation and regulatory requirement.
 All completed deviation investigations are to be approved by QA
Manager or delegate.
 Cont.…
How to Manage Reported Deviation:
 QA Manger has to justify wither the deviation is a Critical, Serious or
Standard in nature.
 For a deviation of either critical or serious nature QA delegate has to arrange
a Cross Functional Investigation.
 For a standard type deviation a Cross functional Investigation (CFI) is not
necessary.
Immediate corrective actions have to be completed before the final
disposition of a batch.
Final batch disposition is the responsibility of Quality Assurance
Department.
 Responsibilities
 It is up to each employee to help make a safe workplace for all of us.
The expectation is that each employee will treat all other employees,
as well as customers and potential customers, with self-respect and
respect.
 You can and should expect management to care about your safety and
to provide as safe a working environment as possible by having
preventive measures in place and, if necessary, by dealing immediately
with threatening or potentially violent situations which occur.
 Survey implementation
 How a survey is actually carried out in the field is the quality-
determining step in the overall process.
 Good and strong central organization of the survey at each site will
help ensure quality.
 Each step (i.e. printing questionnaires, making sample lists, enrolling
subjects, sending out interviewer teams, daily supervision in the field,
and so on) should be planned and reviewed carefully for quality.
 Cont.…
Survey implementation
1. Each site should make a central survey implementation plan and
a task calendar in which the details of the survey logistic are laid
out clearly.
This plan should identify how many interviewers are needed
to cover the identified sample.
It should take into account non-response, incomplete
interviews and the survey team's presence in a location.
 Cont.…
Survey implementation
2. Each survey team should have a supervisor that administers and
co-ordinates the work of the interviewers, as well as providing
on-site training and support.
 The ideal supervisor-interviewer ratio varies between 1:5 to
1:10 depending on the country and different locations.
 Cont.…
Survey implementation
3. Supervisors should set out the daily work at the beginning of the
workday with the interviewers and review the results at the end of
the day.
In this review interviewers will brief their supervisors about
their interviews and results.
Supervisors must examine the completed interviewers to make
sure that the interviewers’ selection of the respondents in the
household is accurate.
 Cont.…
Survey implementation
4. A daily logbook should be kept to monitor the progress of the
survey work in every pilot country.
The elements to be recorded are:
the number of respondents approached, interviews
completed and incomplete interviews response, refusal
and non-contact rates
 Cont.…
Survey implementation
5. The study sites may conduct a pilot survey at the beginning of
the survey period, which should last one or two days.
The pilot should be used as a rehearsal for the main survey.
The pilot period should be evaluated critically and discussed
with the project’s consultants who will stay after the 3-day
training to support countries in conducting this pilot test.
After these days of consultations with the project’s
consultants, the main study should start.
 Cont.…
Survey implementation
6. Printing and practical collation of questionnaires (e.g. colour
coding the two different questionnaire versions) is helpful.
All sites should send to ESCAP a copy of the printed
documents.
ESCAP provides a forum for its member States to promote
regional cooperation and collective action.
7. Response rates should be monitored continuously and each centre
should employ a combination of various strategies to increase
participation in the survey and reduce non-response.
ESCAP
 Cont.…
Survey implementation
8. Call-backs:
survey teams should attempt up to three call backs.
The average number of these call-backs depends on the
response rate and
each centre should examine the gain in each additional call-
back and
consult with project’s consultants regarding the sufficient
number for that particular country.
 Quiz 5% (10min)

1) What is a Deviation?

2) What are the three Levels of Deviation Risks?

 Review of manufacturers’ and suppliers’
safety documentation (quality assurance)

External documentation such as manufacturers’ and suppliers’

operations manuals and material safety data sheets can be assessed for
currency and compliance by the Event Manager and OHS Officer in
conjunction with the manufacturer and/or supplier every two years.
The OHS Officer will be responsible for ensuring that manufacturers
and suppliers supply updated manuals and material safety data sheets
in a timely manner.
 Cont.…
Review of manufacturers’ and suppliers’ safety documentation
These documents will then be stored according to legislative
requirements.
Outdated copies of manuals and material safety data sheets will be
removed from the relevant areas and destroyed. The original outdated
manual or material safety data sheet will be archived.
 Internal safe work practice documents
(quality control)

 All internal operational procedure documents will be monitored for

currency and relevance on a regular basis during the event operations
and reviewed bi-annually and/or when required due to operational or
technological changes.
 The monitoring and review process is to be conducted by the relevant
Area Managers and their employees using the event’s designated
consultation procedure.
 Monitoring (quality control)

 The job safety analysis document and observation is to be used as part

of the monitoring process.
These two strategies combined will determine whether all
employees are following the safe work procedures outlined in the
job safety statement (JSA) and if the JSA content is relevant and
current.
 If it is identified that safety procedures are not being followed then
reasons why they are not being followed need to be explored through
consultation. The reasons could be that:
 Cont.…
Monitoring (quality control)
 Elements within the safety procedure are not appropriate (eg incorrect
or ill-fitting personal protective equipment).
 A new hazard has been identified that needs to be controlled.
 Staff have not been fully informed of the correct procedure.
 These issues need to be addressed and corrected, and modifications
made to the safety document where needed.
 If new hazards are identified then the hazard must be assessed
according to the risk management process.
 If it is a matter of just changing the type of personal protective
equipment then the safety document can just be amended.
 Reviewing (quality improvement)

The job safety analysis document, records of observations and the

events safety audit form will be used as part of the review process.
The review process will look at issues such as:
hazards and risks have been identified according to safety
standards
advances in technology
changes in operational requirements
skill and knowledge requirements
options for risk treatment.
 Cont.…

Reviewing (quality improvement)

 These issues often change the content and safety requirements of

documents resulting in new hazards identified and therefore new
control measures required.
 The Event Manager is responsible for ensuring that any required
changes to internal documents are made to ensure that all OHS
requirements are maintained.
 Internal documents that are changed will be renamed as the next
version and the original document archived.
 Cont.…

Reviewing (quality improvement)

 Any changes required will be reported to the Area Managers at the
next operations meeting.
 Each manager is responsible for consulting with their employees about
the changes.
 QUALITY AT WORK

 "Do to others as you would have them do to you"

 Have you realized the importance of Quality in your daily life?
 Imagine the scooter/car you bought yesterday refuses to start today.
 In every situation you must have chosen the "quality" brand with faith.
You choose quality in every walk of your life.
 Without Quality in each service you are receiving everyday you feel
miserable.
 Cont.…

QUALITY AT WORK
 We demand quality. Quality is important for YOU. So is for
EVERYONE.
 When we demand quality we have the duty to deliver quality also.
 As a member of society continuously motivated for a "QUALITY" life
we also do our part unconsciously.
 Imagine the satisfaction you gain by giving proper directions to a lost
person. You have given a quality service.
 We derive tremendous satisfaction out of doing a good turn or quality
work at any moment.
 Cont.…
QUALITY AT WORK
 Greater will be our satisfaction if we extend this "Quality" aspect into
each moment of our life.
Quality is more important than we realize.
Quality makes life what it is.

 We as professionals in software are responsible for the quality of our

products. Imagine yourself typing a 5 page document and the
application crashes without saving your work.
 Imagine as a data entry operator after entering 50 fields losing the data
by pressing a wrong key.
 What it does to you? The faith placed in the product is shaken and you
will be pretty scared to repeat the job despite many reassurances.
 Faith once lost cannot be regained.
 Cont.…

 As a software developer it may be a mere bug to you. But to the user it

is more than that. The quality of software depends on putting quality at
each stage of software development cycle.
 Quality is not someone’s responsibility. It is everyone’s responsibility. A
wrongly connected transistor in 250 W music system can make it
DUMB. A loosely fitted nut in a scooter can smash the scooter.
 Quality at every stage of product development is essential for delivering
a Quality Product.
Think Quality, Write Quality Code, deliver
Quality product.

 Quality belongs to none. Quality cannot be qualified or quantified.

You have done some work.
 There will always be a better way to do it. Quality is the BEST you
can do.
 Imagine a painter - he is never satisfied with his work. Every time he
looks at the painting he will feel like adding one line here and another
there. He ponders, He wonders, He beautifies his creation.
 Cont.…

 If we at our professional arts of conceptualization design, coding,

testing look at our work with such an artistic eye Quality will be come
naturally into our products.
 Continuous improvements, zeal for perfection are needed to build
QUALITY AT WORK. TOGETHER we can MAKE it.
 LO6. Participate in maintaining and
improving quality at work
Principles
Individually and together community service organizations work
toward:
 Availability and delivery of high quality services that is responsive to
community needs
 Strong, inclusive communities that connect and support people
 Changes in policy and systems that result in more equity in the
opportunities, resources and quality of life available to people
 Continuous improvement of practice, management and governance in
organizations.
 Principles that support good practice in
community service organizations:
Respect for individuals – valuing the dignity of individuals and
respecting differences between them.
Equity in access – promoting and enabling access to services on the
basis of need, irrespective of race, cultural background, language,
ability, financial means, religion or sexuality.
Participation – encouraging participation & involvement of clients in
decision-making about services they receive & in wider community.
Empowerment – building the capacity of people to exercise choice,
gain access to resources and achieve change in their situation.
 Cont.…
Principles that support good practice in community service
organizations:
Fairness and social responsibility – promoting equality of
opportunity, rights and access to social and economic wellbeing.
Recognizing cultural diversity – respecting and being sensitive to
people from other cultural and linguistic backgrounds and their
community ties.
Respect for original culture and heritage – respecting the culture,
history and the importance of kinship and land to Aboriginal and
Torres Strait Islander peoples.
 Cont.…
Principles that support good practice in community service
organizations:
Privacy and confidentiality – respecting and upholding rights to
privacy and confidentiality in all aspects of practice and management.
Quality of work environment – providing a safe, productive and
comfortable environment for staff and volunteers to work in.
Partnerships and collaboration – recognizing that working with
others with similar goals will assist individual organizations achieve
their goals.
 Cont.…
Principles that support good practice in community service
organizations:
Quality and integrity of outcomes – being strategic, professional,
transparent and showing leadership in practice, management and
governance.
 Effective and strategic management
Effective and inclusive management structures and processes support
the organization’s capacity to achieve its goals and directions.
Features of good practice
Management structures are well-defined and their effectiveness is
monitored and actively considered.
Managers and staff in the organization are aware of their roles and
responsibilities.
Levels of decision-making, reporting arrangements and delegations
are clear.
 Cont.…
Features of good practice Effective and strategic management
Management structures and systems facilitate high productivity
and efficiency of managers and staff in their work.
Decision-making takes account of staff views and needs.
Managers and staff seek and take account of the views of external
stakeholders in strategic decisions.
There are documented policies and procedures that guide decision-
making which are consistently followed across the organization.
Policies are regularly reviewed, updated and revised to ensure their
relevance and usefulness.
 Cont.…
Features of good practice Effective and strategic management
Management and staff work together to encourage diversity and
respect for difference through policy and practice.
o Diversity awareness is encouraged through training and other
development activities.
 Accountability
The organization effectively meets its multiple accountabilities to
clients, members, the community and stakeholders.
Features of good practice
The organization is aware of the range of stakeholders it is
accountable to and can describe the processes it uses to ensure
different accountabilities. (This can include clients, community
groups, members of the organization, other community
organizations, funding bodies, donors and sponsors).
Information about the strategic directions and performance of the
organization is publicly available.
 Cont.…
Features of good practice in accountability
The organization uses a range of methods to communicate its work
to those it serves (clients, members, organizations and
communities).
Clients and community groups have opportunities to influence the
organization’s goals and philosophy and their participation in this
is encouraged.
The service is open to external scrutiny and provides opportunities
for key stakeholders to provide feedback or contribute their views
on issues.
Financial and performance reporting requirements of funding
agencies are met in a timely way.
 Cont.…
Features of good practice in accountability
Policies in the organization reflect compliance with all relevant
legislation.
The organization has risk management systems in place.
 Planning, evaluation and quality
improvement
Planning
Strategic and operational planning processes provide direction in the
organization, inform decision-making and provide a basis for
monitoring performance in service activity and management.
Features of good practice
The organization has a cyclical strategic planning process in place
that is current and understood by staff and members of the
governing body.
 Cont.…
Features of good practice in Planning
The strategic plan identifies goals and priorities for the
organization that are recognized and have meaning across the
organization.
Processes to develop and review the plan are participatory and
involve management and staff across the organization.
Planning is informed by information from a range of sources
including client and community feedback, research, contemporary
thinking about practice, evaluation, demographic and service data
and ongoing monitoring of work.
 Cont.…
Features of good practice in Planning
Community needs are reassessed in determining priorities and
service responses.
Planning informs the way resources are allocated in the
organization and the plan is realistic in relation to available
resources.
The plan identifies milestones or performance measures to monitor
progress and performance in identified priority areas.
The strategic plan is used across the organization to inform
operational planning and work plans of staff groups.
 Cont.…

Evaluation
Evaluation is actively used to inform service improvement and
development of the organization.
Features of good practice
Evaluation is regular and ongoing and a range of evaluation
methods and processes are used by the organization (formal/
informal).
Evaluation is concerned with client and community outcomes as
well as practice, processes and management. Methods used allow
for unanticipated outcomes to be explored.
 Cont.…
Features of good practice in Evaluation
Processes include structured opportunities for feedback from
clients, staff and external stakeholders.
Methods used to seek information and views respect
confidentiality, are non-threatening and appropriate to the different
target audiences.
Evaluation is planned and built in at the front end of new programs
and services.
Staffs participate in critical reflection and continuous learning
through a range of processes such as team meetings, planning days,
supervision and debriefing.
 Cont.…
Features of good practice in Evaluation
Management encourages evaluation and learning by recognizing
that time spent on this is important.
Evaluation findings are actively considered and result in changes
to practice, when indicated.
Evaluation processes are explicit and transparent. Results are
shared with those involved and used in reports on the
organization’s work (annual reports, reports to funding bodies, etc).
 Cont.…
Research
It is utilised to plan, develop & deliver credible and effective services.
Features of good practice
The governing body and manager’s value research as a tool for
learning and service improvement.
There is evidence that research plays an active part in practice and
review of services.
The organization has identified and trained staff in research
methods, or has other strategies in place to draw on research
expertise when needed.
 Cont.…
Features of good practice in Research
The organization uses a range of qualitative and quantitative
methods that are relevant, ethical, contemporary and useful.
Research is planned, documented and the outcomes are shared
across the organization.
Research design & methods have awell-developed theoretical base.
Where appropriate, research methods aim to facilitate participation
and influence in decision-making by staff, clients, community
members and other stakeholders.
 Cont.…
Features of good practice in Research
Management and staff have strategies in place to keep abreast of
research relevant to the organization’s work, and there is scope for
this knowledge to influence practice within the service.
 Cont.…

Quality improvement
A culture of continuous quality improvement is evident in all aspects
of the organization’s work.
Features of good practice
Processes that support quality improvement are explicit, inclusive,
active and ongoing.
People in the organization are able to identify, initiate and
participate in these processes.
Critical reflection, learning and initiative are valued by
management and are evident in the way people approach their
work.
 Cont.…
Features of good practice in Quality improvement
Staff and volunteers are open to and encouraged to initiate new
ways of doing things.
Innovation & quality improvement processes are based on finding
better ways to meet client needs or address community issues.
All staff accepts responsibility for quality and learning in the work
of the organization.
Staffs are aware of how they go about having new ideas taken up
by management and the governing body.
Processes that support quality are linked to ongoing planning,
review and evaluation of the organization’s work.