Republic of the Philippines
DEPARTMENT OF EDUCATION
Region I
Schools Division Office I Pangasinan
Pangasinan National High School
Lingayen, Pangasinan
Computer Systems Servicing
Grade 11
Apply Quality Standards (AQS)
Quarter 1 - Week 3 – Module 3
Most Essential Learning Competency:
LO 1. Assess quality of received materials
LO 2. Assess own work
LO 3. Engage in quality improvement
Prepared by:
JINKY F. ORDOÑEZ
Teacher II
LESSON 1
Applying of Quality Standards (AQS)
This Photo by Unknown Author is licensed under CC BY-SA-NC
LEARNING OUTCOMES:
At the end of this lesson, the learners are
expected to do the following:
LO 1. Assess quality of received materials
LO 2. Assess own work
LO 3. Engage in quality improvement
What Do You Need to Know?
Read Information Sheet 3.1 very well then find out how much you can remember and how
much you learned by doing Self-check 3.1.
Information Sheet 3.1
Quality Management
Quality management is the act of overseeing all activities and tasks needed to maintain
a desired level of excellence. Quality management includes the determination of a quality
policy, creating and implementing quality planning and assurance, and quality control and
quality improvement.
Quality management is focused not only on product and service quality, but also on the
means to achieve it. Quality management, therefore, uses quality assurance and control of
processes as well as products to achieve more consistent quality.
Main Components of Quality Management
Quality Planning - Quality planning or QP refers to the process
of identifying which quality standards to focus on and then determine
what to do. Quality planning means planning how to fulfill process and
product (deliverable) quality requirements. Quality is the degree to
which a set of inherent characteristics fulfill requirements.
Quality Assurance - Quality assurance or QA is a program for
the systematic monitoring of different aspects of production. We also
use QA for projects and services. QC occurs after the finished product
is completed, while QA happens before.
Quality Control - Quality control or QC is a system in
manufacturing for maintaining standards. Inspectors examine the final
product to make sure it meets standards and specifications. When the
company provides a service, the inspector checks the end results.
This Photo by Quality Improvement - Quality improvement or QI focuses on
Unknown Author is improving the production process. However, the target could be any
licensed under CC
BY-SA part of an organization. One vital ingredient in successful and sustained
improvement is how changes are introduced and implemented.
In technical usage, quality can have two meanings:
1. the characteristics of a product or service that bear on its ability to satisfy stated or
implied needs.
2. a product or service free of deficiencies.
The quality of a product or service refers to the perception of the degree to which the
product or service meets the customer's expectations. Quality has no specific meaning unless
related to a specific function and/or object. Quality is a perceptual, conditional and somewhat
subjective attribute.
The dimensions of quality refer to the attributes that quality achieves in Operations
Management:
Quality <-> Dependability <-> Speed <-> Flexibility <-> Cost
✔ Quality supports dependability
✔ Dependability supports Speed
✔ Speed supports Flexibility
✔ Flexibility supports Cost
Quality and Task-Completion Checking
With development teams of two or three in daily contact and frequently exchanging
views and criticisms, detailed, written quality and task-completion checking procedures may
be felt to be unnecessary. Procedures still need to be agreed and the results need to be
documented. The need to check quality and task completion applies at all stages of the
development process but is underlined especially during the prototype validation stages.
The importance of documenting checks applies whatever the size of the team and
whatever the complexity of the software. In the production of assets, this may involve checking
to confirm the following:
➢ that all the asset files listed in the product specification document have been
produced;
➢ that files are correctly named;
➢ that files are the correct byte size or near the projected file
➢ size (examining the file-sizes in a directory listing can be
➢ helpful in identifying problem files which are either much
➢ too large or much too small);
➢ that files are the correct resolution (screen-size and bit-
➢ depth in the case of graphics; duration, sampling
➢ frequency and bit-depth in the case of sound files);
➢ that the quality of files displaying on the target monitor or heard on target listening
equipment is acceptable.
Note that sampling is seldom a satisfactory checking method. Checking should be
exhaustive, unless for reasons of time or economy this is impossible. Usually, however, trying
to economize on checking and testing is a false economy and cutting corners here will often
come back to haunt the development team. At the end of the day, all files will need to be tested
and, if at all possible, this should be done sooner rather than at a later trial stage.
Quality Improvement Processes
Manufacturers can choose from a variety of tools to improve their quality processes.
The trick is to know which tools to use for each situation and increasing the sophistication of
the tools in the repertoire.
Easy to implement and follow up, the most commonly used and well-known quality
process is the plan/do/check/act (PDCA) cycle (Figure 1). Other processes are a takeoff of this
method, much in the way that computers today are takeoffs of the original IBM system. The
PDCA cycle promotes continuous improvement and should thus be visualized as a spiral
instead of a closed circle.
Another popular quality improvement process is the six-step PROFIT model in which
the acronym stands for:
P = Problem definition.
R = Root cause identification and analysis.
O = Optimal solution based on root cause(s).
F = Finalize how the corrective action will be implemented.
I = Implement the plan.
T = Track the effectiveness of the implementation and verify that the
desired results are met.
If the desired results are not met, the cycle is repeated. Both the PDCA and the PROFIT
models can be used for problem solving as well as for continuous quality improvement. In
companies that follow total quality principles, whichever model is chosen should be used
consistently in every department or function in which quality improvement teams are working.
Figure 1. The most common
process for quality improvement is the
plan/do/check/act cycle outlined beside.
The cycle promotes continuous
improvement and should be thought of
as a spiral, not a circle.
This Photo by Unknown Author is licensed under CC BY-SA
Once the basic problem-solving or quality improvement process is understood, the
addition of quality tools can make the process proceed more quickly and systematically. Seven
simple tools can be used by any professional to ease the quality improvement process:
flowcharts, check sheets, Pareto diagrams, cause and effect diagrams, histograms, scatter
diagrams, and control charts. (Some books describe a graph instead of a flowchart as one of the
seven tools.)
The key to successful problem resolution is the ability to identify the problem, use the
appropriate tools based on the nature of the problem, and communicate the solution quickly to
others. Inexperienced personnel might do best by starting with the Pareto chart and the cause
and effect diagram before tackling the use of the other tools. Those two tools are used most
widely by quality improvement teams.
FLOWCHARTS
Flowcharts describe a process
in as much detail as possible by
graphically displaying the steps in
proper sequence. A good flowchart
should show all process steps under
analysis by the quality improvement
team, identify critical process points
for control, suggest areas for further
improvement, and help explain and
solve a problem.
Flowcharts can be simple,
such as the one featured in Figure 2, or
they can be made up of numerous
boxes, symbols, and if/then
directional steps. In more complex
versions, flowcharts indicate the
process steps in the appropriate
sequence, the conditions in those
steps, and the related constraints by
using elements such as arrows, yes/no
choices, or if/then statements.
Figure 2. A basic system flowchart
symbols
This Photo by Unknown Author is licensed under CC BY
CHECK SHEETS
Check sheets help organize data by category. It clearly organizes data; a check sheet is
the easiest way to track information. They show how many times each particular value occurs,
and their information is increasingly helpful as more data are collected. More than 50
observations should be available to be charted for this tool to be really useful.
Check sheets minimize clerical work since the operator merely adds a mark to the tally
on the prepared sheet rather than writing out a figure (Figure 3). The figure below shows a
check sheet used to collect data on telephone interruptions. The tick marks were added as data
was collected over several weeks.
Figure 3. Check Sheet Example
PARETO DIAGRAMS
The Pareto diagram is named after Vilfredo Pareto, a 19th-century Italian economist.
are caused by 20% of the potential sources.
A Pareto diagram puts data in a hierarchical order (Figure 4), which allows the most
significant problems to be corrected first. The Pareto analysis technique is used primarily to
identify and evaluate nonconformities, although it can summarize all types of data. It is perhaps
the diagram most often used in management presentations.
To create a Pareto diagram,
the operator collects random
data, regroups the categories
in order of frequency, and
creates a bar graph based on
the results.
Figure 4. By rearranging
random data, a Pareto
diagram identifies and ranks
nonconformities in the
quality process in
descending order.
CAUSE AND EFFECT DIAGRAMS
The cause and effect diagram is sometimes called an Ishikawa diagram after its
inventor. It is also known as a fish bone diagram because of its shape. A cause and effect
diagram describes a relationship between variables.
The undesirable outcome is shown as effect, and related causes are shown leading to,
the said effect. This popular tool has one severe limitation, however, in that users can overlook
important, complex interactions between causes. Thus, if a problem is caused by a combination
of factors, it is difficult to use this tool to depict and solve it.
Figure 5. Fish
bone diagrams
display the
various possible
causes of the final
effect. Further
analysis can
prioritize them.
A fish bone diagram displays all contributing factors and their relationships to the
outcome to identify areas where data should be collected and analyzed. The major areas of
potential causes are shown as the main bones, Later, the subareas are depicted. Thorough
analysis of each cause can eliminate causes one by one, and the most probable root cause can
be selected for corrective action. Quantitative information can also be used to prioritize means
for improvement, whether it be to machine, design, or operator.
HISTOGRAMS
The histogram plots data in a frequency distribution table. What distinguishes the
histogram from a check sheet is that its
data are grouped into rows so that the
identity of individual values is lost.
Commonly used to present quality
improvement data, histograms work
best with small amounts of data that
vary considerably. When used in
process capability studies, histograms
can display specification limits to show
what portion of the data does not meet
the specifications.
After the raw data are collected,
they are grouped in value and frequency
and plotted in a graphical form.
Figure 6. A histogram is an easy way to see the distribution of the data, its average, and
variability.
SCATTER DIAGRAMS
The scatter diagram graphs pairs of
numerical data, with one variable on each axis, to
look for a relationship between them. If the
variables are correlated, the points will fall along a
line or curve. The better the correlation, the tighter
the points will hug the line.
Figure 7. The plotted data points in a scatter
diagram show the relationship
between two variables.
CONTROL CHARTS
A control chart displays statistically determined upper and lower limits drawn on
either side of a process average. This chart shows if the collected data are within upper and
lower limits previously determined through statistical calculations of raw data from earlier
trials (Figure 8).
In preparing a control chart, the mean upper control limit (UCL) and lower control limit
(LCL) of an approved process and its data are calculated. A blank control chart with mean UCL
and LCL with no data points is created; data points are added as they are statistically calculated
from the raw data.
Figure 8. Data points that fall outside the upper and lower control limits leads to
investigation and correction of the process
Name: Date:
Grade/Section: Score:
How Much Have You Learned?
Self-Check 3.1
Direction: Define and explain in your own words the following words using two (2) to three
(3) sentences:
1. Quality
2. Flow Chart
3. Check Sheet
4. Pareto Diagram
Name: Date:
Grade/Section: Score:
How Do You Apply What You Have Learned?
Show that you learned something by doing this activity.
Activity Sheet 3.1
Most Essential Learning Competency:
LO 3. Engage in quality improvement
K to 12 BEC CG: TLE_IACSS9-12 AQS-Ic-3
Directions: List down 10 items of tools, testing devices and materials in improving quality
processes found in your home and provide pictures in each item. Evaluate the product
according to its durability, price, quality, appearance and functionality.
✓ Appearance refers to the overall design of an object.
✓ Durability refers to the ability to withstand wear, pressure or damage.
✓ Functionality refers to how well the item serves its purpose.
✓ Price refers to the amount of money being paid in exchange to the
effectiveness of the product.
✓ Quality refers to the reliability of the product to perform its intended
function.
Can it be
Price Quality
Appearance Durability Functionality improved?
Items or or
or or or
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Congratulations! You did a great job! Rest and
relax a while then move on to the next lesson.
Good luck!
REFERENCES
Barone, A. (2020, August 29). Quality Management: An Inside
Look. Retrieved September 29, 2020, from
https://www.investopedia.com/terms/q/quality-management.asp
Quality management. (2020, June 03). Retrieved September 29,
2020, from https://en.wikipedia.org/wiki/Quality_management
Check Sheet. (n.d.). Retrieved September 29, 2020, from
https://asq.org/quality-resources/check-sheet
