Automotive Servicing NC 1

Module 2.1
Maintaining Quality System
(MQS)

1
Automotive Servicing NCI – Grade 11

Quarter 2 – Module 1: MAINTAINING QUALITY SYSTEM (MQS)

Republic Act 8293, section 176 states: No copyright shall subsist in any
work of the Government of the Philippines. However, prior approval of the
government agency or office wherein the work is created shall be necessary
for exploitation of such work for profit. Such agency or office may, among
other things, impose as a condition the payment of royalties.

Borrowed materials (i.e., songs, stories, poems, pictures, photos, brand

names, trademarks, etc.) included in this book are owned by their respective
copyright holders. Every effort has been exerted to locate and seek permission
to use these materials from their respective copyright owners. The publisher
and authors do not represent nor claim ownership over them.

Regional Director: Gilbert T. Sadsad

Assistant Regional Director: Jessie L. Amin

Development Team of the Module

Writer: Rosalino B. Balanta Jr.

Editors: Diana Rose B. Bermillo & Joan S. Barallas
Reviewer: Danilo P. Alano, Jose B. Bueno Jr., Adonis V. Collantes
Illustrator: Rosalino B. Balanta Jr.
Layout Artist: Froilhan Vegas Salagado & Jason Celso Borabo

2
 MODULE CONTENT

Specialization: Automotive Servicing NCI

UNIT OF COMPETENCY: MAINTAIN QUALITY SYSTEM (MQS)-

MODULE TITLE : MAINTAINING QUALITY SYSTEM

(MQS)-

INTRODUCTION

The module, “MAINTAINING QUALITY SYSTEM (MQS)” is one of the

competencies of Automotive servicing NC I a course which comprises the
knowledge, skills and attitudes required for a JHS and SHS students. This unit
of competency contains training materials and activities related to identifying
learner’s requirements, answering the pretest, reading the module content,
perform all the activity sheet required, and submit yourself for the actual
demonstration of the activity.
In this module, you are required to go through a series of learning
activities in order to complete each learning outcome. In each learning outcome
are Information Sheets, Procedures, Self-Checks, Task Sheets and Job Sheets.
Follow and perform the activities on your own. If you have questions, do not
hesitate to ask for assistance from your facilitator.

LEARNING OUTCOMES:
Upon completion of the module, the students shall be able to:
LO1. Conduct final quality checks on completed work/order
1.1 Check completed work / orders for compliance with
supplier, company, or customer specifications
1.2 Conduct level of inspection appropriate to the size and
importance of the job
1.3 Authorize documentation in accordance with company
requirements
1.4 Provide feedback to staff on the quality of their work, with
equal emphasis on strengths and weaknesses and
opportunities for development

3
LO2. Report on the quality of processes and work outcome

2.1 Keep documents according to company quality procedures

on outcomes of quality
2.2 Identify quality problems that are in accordance to
company performance indicators
2.3 Provide information relating to the quality of processes
and work outcomes appropriate to persons on a regular
basis
LO3. Implement improvement to work processes.
3.1 Encourage staff input to generate possible solutions to
quality problem.
3.2 Generate options for solving quality problems and evaluate
costs and benefits of each option
3.3 Discuss recommended solutions to quality problems with
management
3.4 Implement improvements to work processes according to
company policies and procedures

4
Learning Content 1: Maintaining quality system (MQS)

I. Lesson Title

Maintaining quality system

This unit of competency covers the competence to conduct the final

quality check on completed work or orders, report on the quality of
processes and work outcomes, and implement improvements to work
processes.

At the end of this lesson you are expected to:

1. Conduct final quality checks on completed work/order

2. Report on the quality of processes and work outcome
3. Implement improvement to work processes.

Vocabulary List:

1. Business processes - is a collection of related, structured activities

or tasks by people or equipment in which a specific sequence produces
a service or product (serves a particular business goal) for a particular
customer or customers. Business processes occur at all organizational
levels and may or may not be visible to the customers.
2. Sustainability - is the ability to exist constantly. In the 21st century, it
refers generally to the capacity for the biosphere and
human civilization to coexist. It is also defined as the process of people
maintaining change in a homeostasis balanced environment, in which
the exploitation of resources, the direction of investments, the
orientation of technological development and institutional change are
all in harmony and enhance both current and future potential to meet
human needs and aspirations

5
 3. Quality management ensures that an organization, product, or service
is consistent. It has four main components: quality planning, quality
assurance, quality control and quality improvement.
4. Continual improvement process, also often called a continuous
improvement process (abbreviated as CIP or CI), is an ongoing effort to
improve products, services, or processes. These efforts can seek
"incremental" improvement over time or "breakthrough" improvement
all at once. Delivery (customer valued) processes are constantly
evaluated and improved in the light of their efficiency, effectiveness and
flexibility.
5. Person-centered planning (PCP) - is a set of approaches designed to
assist an individual to plan their life and support It is most often used
for life planning with people with learning and developmental
disabilities, though recently it has been advocated as a method of
planning personalized support with many other sections of society who
find themselves disempowered by traditional methods of service
delivery, including children, people with physical disabilities, people
with mental health issues and older people. PCP is accepted as
evidence-based practice in many countries throughout the world.

Source: (wikipedia, 2019)

6
Direction: Before you start studying this module, answer the following
questions to find out how much you already know about the topics in this
module. Select true if the statement is correct, and false if the statement is
wrong.

1. Quality management system (QMS) is a collection of business

processes focused on consistently meeting customer requirements and
enhancing their satisfaction.
❑ True
❑ False
2. The term "Quality Management System" and the initialism "QMS" were
invented in 1991 by Frederick Winslow Taylor.
❑ True
❑ False
3. The concept of a quality as we think of it now first emerged during world
war 2.
❑ True
❑ False
4. According to Fortune Global 500 Toyota Motors is the tenth most
important company in the world and one of the only companies on the
list to directly address TQM.
❑ True
❑ False

5. International Organization for Standardization's ISO 9001:2015 series

describes standards for a QMS addressing the principles and processes
surrounding the design, development, and delivery of a general product
or service.
❑ True
❑ False

Well, how was it? Do you think you fared well? Compare your answer
with those in the Answer Key on the last page of this module to find out.
If your answers are correct, very good! If you got a low score, don’t feel
bad. This means that this module is for you.

You may go to the next page to begin the lesson.

7
 Quality management system

A quality management system (QMS) is defined as a formalized system that

documents processes, procedures, and responsibilities for achieving quality
policies and objectives. A QMS helps coordinate and direct an organization’s
activities to meet customer and regulatory requirements and improve its
effectiveness and efficiency on a continuous basis.
ISO 9001:2015, the international standard specifying requirements for quality
management systems, is the most prominent approach to quality
management systems. While some use the term "QMS" to describe the ISO
9001 standard or the group of documents detailing the QMS, it refers to the
entirety of the system. The documents only serve to describe the system.

BENEFITS OF QUALITY MANAGEMENT SYSTEMS

Implementing a quality management system affects every aspect of an
organization's performance. Benefits of a documented quality management
system include:
• Meeting the customer’s requirements, which helps to instill confidence
in the organization, in turn leading to more customers, more sales, and
more repeat business
• Meeting the organization's requirements, which ensures compliance
with regulations and provision of products and services in the most
cost- and resource-efficient manner, creating room for expansion,
growth, and profit
These benefits offer additional advantages, including:
• Defining, improving, and controlling processes
• Reducing waste
• Preventing mistakes
• Lowering costs
• Facilitating and identifying training opportunities
• Engaging staff
• Setting organization-wide direction
• Communicating a readiness to produce consistent results

ISO 9001:2015 AND OTHER QMS STANDARDS

ISO 9001:2015 is the most recognized and implemented quality management
system standard in the world. ISO 9001:2015 specifies the requirements for
a QMS that organizations can use to develop their own programs.
Other standards related to quality management systems include the rest of
the ISO 9000 series (including ISO 9000 and ISO 9004), the ISO 14000
8
series (environmental management systems), ISO 13485 (quality
management systems for medical devices), ISO 19011 (auditing management
systems), and ISO/TS 16949 (quality management systems for automotive-
related products).
ELEMENTS AND REQUIREMENTS OF A QMS
Each element of a quality management system helps achieve the overall goals
of meeting the customers’ and organization’s requirements. Quality
management systems should address an organization’s unique needs;
however, the elements all systems have in common include:
• The organization’s quality policy and quality objectives
• Quality manual
• Procedures, instructions, and records
• Data management
• Internal processes
• Customer satisfaction from product quality
• Improvement opportunities
• Quality analysis

Source : https://asq.org/quality-resources/quality-management-system

9
 Quality Management System Principles

Source : https://asq.org/quality-resources/quality-management-system

ESTABLISHING AND IMPLEMENTING A QMS

Before establishing a quality management system, your organization must
identify and manage various connected, multi-functional processes to help
ensure customer satisfaction. The QMS design should be influenced by the
organization’s varying objectives, needs, and products and services provided.
This structure is based largely on the plan-do-check-act (PDCA) cycle and
allows for continuous improvement to both the product and the QMS. The
basic steps to implementing a quality management system are as follows:

1. Design
2. Build
3. Deploy
4. Control
5. Measure
6. Review
7. Improve

10
Design and Build
The design and build portions serve to develop the structure of a QMS, its
processes, and plans for implementation. Senior management should oversee
this portion to ensure the needs of the organization and the needs of its
customers are a driving force behind the systems development.
Deploy
Deployment is best served in a granular fashion by breaking each process
down into subprocesses and educating staff on documentation, education,
training tools, and metrics. Company intranets are increasingly being used to
assist in the deployment of quality management systems.
Control and Measure
Control and measurement are two areas of establishing a QMS that are largely
accomplished through routine, systematic audits of the quality management
system. The specifics vary greatly from organization to organization depending
on size, potential risk, and environmental impact.
Review and Improve
Review and improve detail how the results of an audit are handled. The goals
are to determine the effectiveness and efficiency of each process toward its
objectives, to communicate these findings to the employees, and to develop
new best practices and processes based on the data collected during the audit.
INDUSTRIAL INFLUENCE ON QUALITY AND STANDARDIZATION
The history of quality can trace its roots back centuries when craftsmen
began organizing into unions called guilds. When the Industrial Revolution
came, early quality management systems were used as standards that
controlled product and process outcomes. As more people had to work
together to produce results and production quantities grew, best practices
were needed to ensure quality results.
Eventually, best practices for controlling product and process outcomes were
established and documented. These documented best practices turned into
standard practices for quality management systems.
Quality became increasingly important during World War II, for example,
when bullets made in one state had to work with rifles made in another. The
armed forces initially inspected virtually every unit of product. To simplify the
process without sacrificing safety, the military began to use quality
techniques of sampling for inspection, aided by the publication of military-
specification standards and training courses in Walter Shewhart’s statistical
process control techniques.
The importance of quality only grew after the war. The Japanese enjoyed a
quality revolution, improving their reputation for shoddy exports by fully
embracing the input of American thinkers like Joseph M. Juran and W.
Edwards Deming and shifting focus from inspection to improving all
organization processes through the people who used them. By the 1970s, the

11
U.S. industrial sectors, such as electronics and automobiles, had been
broadsided by Japan’s high-quality competition.
The Rise of Quality Management Systems
The American response to the quality revolution in Japan gave birth to the
concept of total quality management (TQM), a method for quality management
that emphasized not only statistics but approaches that embraced the entire
organization.
In the late 20th century, independent organizations began producing
standards to assist in the creation and implementation of quality
management systems. It is around this time that the phrase “Total Quality
Management” began to fall out of favor. Because of the multitude of unique
systems that can be applied, the term “Quality Management System” or “QMS”
is preferred.
At the start of the 21st century, QMS had begun to merge with the ideas of
sustainability and transparency, as these themes became increasingly
important to consumer satisfaction. The ISO 19011 audit regime deals with
both quality and sustainability and their integration into organizations.
Source : https://asq.org/quality-resources/quality-management-system

Activity 2.1 - Conduct final quality checks on completed work/order

Toyota Corporate Philosophy
Toyota wholeheartedly offers its vehicles to the customers. The sale of a
vehicle can be considered complete only when the customer has used it and
is fully satisfied with it.
The Toyota corporate philosophy sets the following priorities:
1. Customer 2. Dealer/Distributor 3. Maker

Toyota Corporate Philosophy

12
Source: Toyota team 21 training manual basic by Toyota Motor Corporation-

Toyota Quality Service

The Toyota Quality Service activities have been designed to bind the dealer
and TMC together to promote customer satisfaction as follows:

• Providing No. 1 quality products: This means to provide vehicles that

meet the needs of the customers and are also suited to the environment in
which they are to be used.
• No. 1 after-sales service: This means to provide the best service in the
area. It also means to provide caring service that exceeds the service provided
by your competitors so that the customers' vehicles are always kept in top
condition. Thus, the customers will always be able to operate their vehicles
with confidence.

13
 Toyota quality service flow

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

Caring service
Caring service Customers have four expectations regarding service:
1. Cordial treatment
2. Accurate and reliable service
3. Reasonable charges
4. Efficient and speedy service Many customers also expect "something
extra", such as being helpful, giving extra service in the form of oiling
squeaky door hinges, or giving professional tips on driving in the
mountains.
Increasing your customer's satisfaction will not only help your company
prosper. It will also increase your own job satisfaction. This means that
your customer's satisfaction is reflected in your company's evaluation. It
effects to your benefits. For example, your working environment might
improve, you may receive better treatment (salary, promotions, etc.) from
your company, and you could obtain greater job security.

14
 Costumers benefits and satisfaction

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

Report on the quality of processes and work outcome

You put into practice the "Customer First" philosophy
• You make every effort to raise the level of your customers'
satisfaction with their Toyota vehicles by providing them with No.
1 After-Sales Service.
• You always think of what you can do to increase your customers'
satisfaction, and then put your ideas into practice. • You provide
speedy and highly reliable service.
• You treat your customers' vehicles conscientiously.
• You offer professional advice on any problems discovered during
service.

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

15
You live up to the professional standards of pride and responsibility.
No matter what the job, you will do it reliably and as speedily as possible,
and at the minimum cost.
• You understand the technician's role. You provide after-sales
service to always maintain the customers' vehicles in top condition
so that they will be able to operate the vehicles with confidence.

• You take pride in your work. Automotive service is a very important

job that has a direct effect on people's lives. Therefore, you are
constantly aware that you are responsible for helping Toyota vehicles
to maintain their world reputation for high quality.
• You do your best in every job. You are conscientious and thorough,
and always take responsibility for what you do, no matter what the
job.
• You always endeavor to make improvements in your work. You
are always improvement-conscious, searching for ways to do the job
more efficiently, more accurately, more comfortably, and at a lower
cost than before. Then, you incorporate each improvement in your
work.
• You endeavor to improve your skills. Toyota vehicles are
continually undergoing quality improvements, with new models and
new mechanisms constantly being adopted. You continually improve
your skills and master new technologies as they are introduced, in
order to be able to service these vehicles.

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

16
Activity 2.2 Implement improvement to work processes.
Planning and preparation
• Confirm the "prime item" (the main reason the customer brought the
vehicle into the shop).
• Be sure you understand the customer's requests and the service
advisor's instructions. Be especially careful to communicate in the case
of comeback jobs.
• If any additional work is found apart from the scheduled work, report
this to the service advisor. Only carry out additional work after gaining
the owner's approval.
• Plan your work (work sequence and preparations). • Check to see that
the necessary parts are in stock.
• Do the work according to the repair order to avoid making a mistake

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

17
Speedy, reliable work
• Use the correct SST (Special Service Tools) and testers.
• Work according to the Repair Manuals, electrical wiring diagrams, and
diagnosis manuals to avoid guesswork.
• Keep up to date on the latest technical information, such as technical
service bulletins.
• Ask the service advisor or controller/foreman if you are unsure of
something.
• Report to the service advisor or controller/foreman if you discover that
the vehicle requires extra work that is not included on the repair order.
• Take full advantage of available training.
Finish by promised time
• Check occasionally if you can finish the job on time.
• Notify the service advisor or controller/foreman if you think you will
finish later (or earlier), or if additional work will be necessary.

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

18
Check work when finished
• Confirm that the prime item has been completed.
• Make sure that all other requested work has been completed.
• Make sure that the vehicle is at least as clean as when you received it.
• Return the seats, steering wheel, and mirrors to their original positions.
• Readjust the clock, radio, etc., if their memories have been erased

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

Follow through
• Complete the repair order and report (e.g., write the cause of the
problem, replaced parts, the reason for replacement, the length of the
labor time, etc.). Give the controller / foreman or service advisor any
additional information that is not written on the repair order.
• Notify the controller / foreman or service advisor of any irregularities
that you have noticed while working.

Source: Toyota team 21 training manual basic by Toyota Motor Corporation

19
 Task 1 From what you have read and learned so far, answer the
following:

A. What are the 7 principles of quality management system? Write

you answer on the circles.

B. 1. What is a quality management system (QMS)?

___________________________________________________________________
___________________________________________________________________
2. What are the elements and requirements of QMS?
1. _______________________
2. ________________________
3. ________________________
4. ________________________
5. ________________________
6. ________________________
7. ________________________

Compare your answer with those in the Answer Key on the last page. How well did you
do? If you get the correct answers, good job. If you get low score, do not worry, please go
over the earlier parts and try to reread, re- watch the video.

20
Task 2

Directions: Read and analyze well the questions/statements below. Write

your answer on the line spaces provided.
1. Discuss the quality of service activity process flow.
_______________________________________________________________
___________________________________________________________________
2. How important is automotive service job that has a direct effect on
people’s lives?
________________________________________________________
______________________________________________________________
3. What are your ways in order to pursue quality performance at work?
_____________________________________________________________
___________________________________________________________________

Rubric for Task 2

Name ____________________________Date ____________________________
Timeline Rubric
Criteria Points Score Teacher Comments
Provide a brief and clear 10
explanation
All key words are 10
mentioned clearly
Answers are direct to 10
the point.
Total 30

Teacher’s Signature Parent’s Signature

_________________ ____________________________

21
Direction: Read the following carefully and choose the letter of the best
answer.
1. What are the 3 priorities set by Toyota Corporate philosophy?
a. Costumer, Dealer, Maker
b. Costumer, Dealer, Owner
c. Costumer, Dealer, Technician
d. None of the above
2. In caring service customers have four expectations regarding service. Select
which one is not included?
a. Reliable charges
b. Cordial treatment
c. Efficient and speedy service
d. Accurate and reliable service
3. What do you mean by finished your work by promised time?
a. Complete your work anytime.
b. Do not mind your promise time.
c. Ask for an extension of your work.
d. Complete your work before the time lapsed.

4. How will you explain to your supervisor that you cannot finish your work
on your promise time?
a. Check occasionally if you can finish the job on time.
b. Just keep working and do not mind your supervisor.
c. Blame your supervisor if you cannot finish, you’re your work on time.
d. Notify the service advisor or controller/foreman if you think you will
finish later (or earlier), or if additional work will be necessary.

5. Automotive service is important work that ensures the safety of the

_____________.
a. Car
b. Customer
c. Supervisor
d. Technician

22
 Additional Activities

To further enhance what you have learned in this module,

perform the following activity as an additional task.

Activity 1: Follow through

Directions: In a ½ sheet of paper, write the process on the follow through after
the service is done on the costumer. To be submitted on the next meeting.

23
Pretest
True
1. false
2. false
3. true
4. true
5. true

Post test

1. a
2. d
3. d
4. d
5. a

Task 1
A.

24
B.
Q. 1. What is a quality management system (QMS)?
Answer. A quality management system (QMS) is defined as a formalized
system that documents processes, procedures, and responsibilities for
achieving quality policies and objectives. A QMS helps coordinate and direct
an organization’s activities to meet customer and regulatory requirements and
improve its effectiveness and efficiency on a continuous basis.
Q 2. What are the elements and requirements of QMS?
Answer.
1. The organization’s quality policy and quality objectives
2. Quality manual
3. Procedures, instructions, and records
4. Data management
5. Internal processes
6. Customer satisfaction from product quality
7. Improvement opportunities
8. Quality analysis

Task 2
1. Discuss the quality of service activity process flow.
Answer: Providing No. 1 quality products: This means to provide vehicles that
meet the needs of the customers and are also suited to the environment where
they are to be used.
• No. 1 after-sales service: This means to provide the best service in the area.
It also means to provide caring service that exceeds the service provided by
your competitors so that the customers' vehicles are always kept on top
condition. Thus, the customers will always be able to operate their vehicles
with confidence.
2. How important is automotive service job that has a direct effect on
people’s lives?
Answer: Increasing your customer's satisfaction will not only help your
company prosper. It will also increase your own job satisfaction. This means
that your customer's satisfaction is reflected in your company's evaluation. It
effects to your benefits. For example, your working environment might
improve, you may receive better treatment (salary, promotions, etc.) from your
company, and you could obtain greater job security.

3. What are your ways in order to pursue quality performance at

work?

25
Answer:
• You always think of what you can do to increase your customers'
satisfaction, and then put your ideas into practice.
• You provide speedy and highly reliable service.
• You treat your customers' vehicles conscientiously.
• You offer professional advice on any problems discovered during
service.

26
Bibliography:

Book:
Toyota team 21 training manual basics; TOYOTA CORPORATE, (Toyota
Motors corporation, 2002) pages 1-8

Website:
1. Book Sources/9783642286162. (2020). Retrieved 9 July 2020, from
https://en.wikipedia.org/wiki/Special:BookSources/9783642286162
2. (2020). Retrieved 9 July 2020, from http://blog.bid-org.com/toyota-
motors-the-king-of-total-quality-management/
3. What is a Quality Management System (QMS)? | ASQ. (2020). Retrieved
9 July 2020, from https://asq.org/quality-resources/quality-
management-system
4. Service quality. (2020). Retrieved 9 July 2020, from
https://en.wikipedia.org/wiki/Service_quality
5. Person-centred planning. (2020). Retrieved 29 July 2020, from
https://en.wikipedia.org/wiki/Person-centred_planning

27