WEB DEVELOPMENT NC III

COMMON COMPETENCIES
Unit of Competency 1: Apply Quality Standards
LO2: Assess own work

Information Sheet 1.2-1: Safety and Environmental Aspects of Production

Processes

Safety Standards and Precautions in Process Manufacturing

Process manufacturing is a production system that creates finished goods by
combining various materials using a predetermined process or formula. It is
frequently used in industries that produce bulk quantities of goods such as food and
beverage, oil byproducts, gasoline, pharmaceuticals, chemicals, plastics, paper and
roll goods. The basic types of production processes for these industries include
individual projects, small batch production, bulk production, and continuous
production.
Every manufacturing production process comes with its own set of safety concerns.
To address all concerns, there are some important things to take into consideration:

Hazard Identification
The first step in addressing safety in the manufacturing process is to identify the
hazards. This is best done during design of the equipment. The next opportunity to
identify hazards is during equipment installation. And lastly, the least desirable
time, is after the equipment is running production. Hazards can include exposed
moving parts, pinch points, uneven surfaces, trip hazards, electrical exposures, hot
surfaces, sharp edges or corners, environmental, fall hazards and more. Once
hazards are identified, they can now be addressed.

Hazard Controls
The Countermeasure Ladder concept “forces” us to think critically about the hazard
mitigation process. Too many issues are resolved at the training or audit level,
when in-depth thinking would lead to a better resolution of the hazard. Every hazard
identified should be addressed as high up the ladder as possible to ensure the most
effective prevention actions have been determined and can be put into place.

Proper Guarding
Whenever a hazard cannot be eliminated, measures must be taken to safely protect
the operator from the hazard. Proper guarding of equipment includes any barrier
that prevents the operator from encountering moving parts that could cause harm
or injury. Areas that require guarding include conveyors, turning rolls, chains and
gears, belts and pulleys, presses and so on. It is important that the guard be
installed in such a way as that it is not easily removable.
Environmental Hazards
The manufacturing process area must be accessed for biological, chemical and
physical hazards. Biological hazards may be the result of waste or byproducts of the
manufacturing process. Chemical hazards may be present because of certain
chemicals used in the manufacturing process, or reactions of certain chemicals
being blended during the manufacturing process. Examples of physical hazards are
poor air quality, extreme noise, temperature, and radiation exposure. Once these
hazards are assessed and rated, proper precautions must be taken to protect
operators. Precautions may range from eliminating the hazard from the process to
providing adequate operator PPE such as respirators, rated clothing and hearing
protection.

Personal Protection Equipment (PPE)

After all reasonable precautions are taken for worker safety, the manufacturing
process needs to be accessed for operator PPE. This may consist of hearing
protection, eye protection, gloves suitable for the task, protective clothing and
respirator needs. The PPE must be properly fitted and the operators need to be
trained on proper use of the PPE to make sure it is effective and will provide the
necessary protections.

Safety Training
Operators must be trained on how to safely use the equipment in the manufacturing
process. Clear Safety procedures must be written and signed off by the operators.
This ensures that they understand the training and agree to use the equipment as
intended. Any gaps in the training process must be addressed immediately and
again signed off by the operators.

Operator Ownership of Safety

The Operators MUST OWN THE SAFETY PROCESS. Management MUST SUPPORT THE
SAFETY PROCESS. Top down safety processes rarely are effective because operators
feel that they are forced to do things and their voice is never heard when they bring
up issues. Statistics show that operators are the ones getting hurt in the
manufacturing process making it crucial for them to be the owners of safety.
Management must allow the operators to own safety while providing the resources
needed by the operators.

Successfully managing safety in the manufacturing process improves profits,

improves production efficiency and improves employee morale.

Information Sheet 1.2-2: Fault Identification and Reporting

Identify the problem

The first step in any fault diagnosis process is to identify the problem clearly and
precisely. This means defining the symptoms, the expected performance, the
scope, and the urgency of the issue. You should also gather relevant information,
such as the system specifications, the operating conditions, the maintenance
history, and the user feedback. This will help you to narrow down the possible
causes and solutions.

Perform the diagnosis

The next step is to perform the diagnosis using appropriate methods and tools.
Depending on the type and complexity of the problem, you may use visual
inspection, testing, measurement, simulation, or troubleshooting techniques. You
should follow a logical and systematic approach, such as the divide-and-conquer,
top-down, or bottom-up methods, to isolate and verify the fault. You should also
document your steps, results, and observations carefully and accurately.

Evaluate the options

Once you have identified the fault, you should evaluate the possible options for
resolving it. This may involve comparing the costs, benefits, risks, and feasibility of
different actions, such as repairing, replacing, calibrating, or upgrading the faulty
component or system. You should also consider the impact of your decision on the
overall performance, reliability, and safety of the instrumentation system.

Make the recommendations

Based on your evaluation, you should make the recommendations that best suit the
needs and expectations of your client, manager, or colleague. You should explain
your rationale, evidence, and assumptions clearly and convincingly. You should also
provide alternative or contingency plans in case of unforeseen circumstances or
changes in requirements. You should also specify the expected outcomes, time
frames, and resources needed for implementing your recommendations.

Prepare the report

The final step is to prepare a comprehensive and professional report that
summarizes your fault diagnosis process and recommendations. You should follow
the format, style, and guidelines of your organization or industry. You should also
use clear and concise language, diagrams, tables, charts, and references to support
your claims and arguments. You should also proofread and edit your report for
accuracy, clarity, and readability.

Share the feedback

The last but not least step is to share your feedback with your client, manager, or
colleague. You should present your report in a timely and respectful manner, and be
prepared to answer any questions or concerns they may have. You should also
solicit their feedback on your work and performance, and use it to improve your
skills and knowledge. You should also follow up on the implementation and
outcomes of your recommendations, and document any lessons learned or best
practices for future reference.

Information Sheet 1.2-3: Workplace Procedure in Documenting Completed

Work

Documentation includes any kind of record-keeping about an office environment or

its employees. There are many types of documentation and formats for those types,
but in its most basic form, documentation is simply taking records about things that
happen in an office.

Documentation can be kept physically or digitally; you just need to make sure
everything is well-organized. It’s possible to keep accurate physical records with
files on employees and events in the workplace, as long as they’re protected and
secure.

Storing documentation digitally is how most companies are choosing to keep their
HR records, and there’s plenty of tools out there to help you get that set up.
Documentation also can be used to provide evidence or resources in a variety of
important circumstances, such as:
 Employee evaluations for promotions or terminations.
 Compliance with government regulations.
 Merger or acquisitions.
 Financial or tax audits.
 Research and development.
 New management or ownership.
 Company evaluations.

Benefits of documentation
There are three big benefits to documenting things that happen in the workplace.
No matter what kinds of records you keep, you can benefit from them in these
ways.

 Show employees respect. When you document things at work, you’re

showing employees and outsiders that you take these things seriously and
you’re a professional business. It shows employees that you respect their
work and you document everything fairly, both the good and the bad.
When sharing select records with people outside of the company, you’re
proving that you’re a professional company, and you take the time to make
sure everything is appropriately documented.
 Create standardized processes. Documenting processes requires a level
of standardization and organization, so by recording company practices,
you’re creating a repeatable process. This can help with onboarding new
 hires, as well as helping current employees better understand how things are
done.
 Boost profitability. When you take the time to keep thorough records, it
can help you save time and money in the long run.
 For example, when you bring on a new employee, instead of having team
members walk that new hire through all of the processes their job requires,
having a pool of information and documentation can help the new hire get a
head start and learn on their own.

Formal vs. Informal Documentation

It might be surprising to learn that almost anything can count as documentation, so
it can be hard to define what formal documentation really is. One way to think
about documentation is formal versus informal.
 Formal. Formal documentation is all about standardized record keeping.
Things like employee reviews, manager reviews, or other standardized
documents count as formal documents.
Usually, there is a process for obtaining, recording, and keeping formal
documents, so if you’re working on a document that follows HR or company
guidelines, it’s probably part of formal documentation.
 Informal. You might not realize it, but things like meeting notes, emails,
and interoffice communication, or manager’s notes on employee
performance count as documentation; they can just be considered informal
documentation.

Both formal and informal documentation have their uses. Informal documentation is
great for creating reminders of important ideas, events, and reviews that
employees can later examine.

They’re useful for employee reviews, especially if managers have notes to look back
on and gauge employee growth. Formal documents are usually used for more
official purposes, like documenting specific processes within a company or creating
a record for an employee.

How to properly maintain employee documentation

Keeping documentation is a good start, but making sure it’s properly maintained
and done correctly is key to making your documentation a real tool for your
workplace.

Unfortunately, documentation that isn’t done properly can cause issues later down
the line or even prove to be useless.

One of the main responsibilities of an HR department is to keep clear, streamlined,

and accurate records of employees, so appropriate documentation is important.
When it comes to documenting the employees at a company, there are a few
guidelines and systems you need to follow. We’re going to give you a few tips to
help you make sure you’re keeping accurate and proper documentation:

 Document employee files. It’s important to keep certain documents on

hand for all employees, like resumes, job applications, employment eligibility,
disciplinary reports, performance reports, leave of absence letters, and
emergency contacts.

Keeping basic documents like these can help you in the long run if you ever
need to refer back to them for future hiring decisions or employment history.

 Provide performance expectations. Often HR departments will need to

document any issues with employee performance, but a key part of this is
providing the performance expectations in the first place.

You need to document what’s expected of the employee before you can
document any issues with their performance, so make sure you communicate
performance requirements as soon as possible.

 Contextualize events. One of the best things you can do when creating
documents is to contextualize what you’re documenting.

Not everyone who reads the report will have the same knowledge as you or
the people involved, so make sure you give some background on what you’re
describing. List all of the people involved, any relevant events, and over-
explain to be safe.

 Don’t discriminate. This should be obvious, but it’s always good to be

reminded to leave discriminatory statements out of records. Don’t make
assumptions about employees or leave discriminatory statements in records.

For example, you don’t want to create a report about a sexual misconduct
or sexual harassment case and note the sexual orientations of the employees
involved.

 Document after an employee leaves. Even if an employee leaves your

company, you should keep their records on hand and document their exit.

Compile things like remaining paycheck info, resignation or termination

letter, and exit interview in case issues come up in the future.

 Aim for consistency. It can be hard to make every report the same, but try
to be as consistent as possible. That includes things like facts you choose to
include, the language you use, and how you talk about the employees in
question.

Being consistent is a key part of accurate reporting.

  Keep reports factual. Sometimes coworker or manager complaints,
negative employee reviews, or other reports come up, and you need to
document them. In these cases, it’s important only to record the facts and try
to keep emotions or perceptions out of the official documents.

This applies to both negative and positive events that are recorded. Keeping
reports factual can help for later reference or when creating disciplinary
reports.

 Create plans. If you talk to an employee about performance, you should

have a plan to help them improve in place.

In these cases, it can show that actions were taken to help an employee
create a path for success and give the employee the opportunity
and support to succeed.

 Stay honest. In a role like this, where you’re responsible for documenting
workplace events, it’s important that you stay honest and unbiased.

Keep your reports as honest and factual as possible. Try not to stretch the
truth or make guesses at why an employee is behaving in a certain way.

 Reread your records. Before submitting a formal document, take a

moment to reread it and make sure you followed the appropriate format,
used clear language, and followed these tips.

Taking a second to edit your work will help you catch any errors and give you
a chance to make sure you followed proper protocol.

Information Sheet 1.2-4: Workplace Quality Indicators

Quality indicators are tools used to measure and monitor a company’s performance
and are among the principal types of process performance indicators, or the
famous KPI’s (Key Performance Indicators).

In management processes, indicators are managers’ best friends, as they measure

the difference between the desired situation (goal) and the current situation
(result).

They point the way and are an indispensable benchmark.

Quality KPI’s can be diversified and have the function of measuring the final result
by means of pre-established standards.

Example: A company guaranteed 100% of deliveries on time. So that’s an indicator

of quality.
When using quality indicators, it is extremely important to regularly access
accurate, reliable and good quality data.

Below, we will present some KPI’s (key performance indicators) for quality
assurance examples for your business to progress.

What are the advantages of quality indicators?

Before we talk about quality indicators, see what you can do with them in order to
drive the desired results for your company to satisfy your customers:
 Produce improvements;
 Carry out appropriate planning;
 Obtain information to aid decision making;
 Rapid reactivity to criticality;
 Make better use of resources;
 Improve service quality.

Key performance indicators

1) Efficiency Indicator – Productivity
It is responsible for measuring how many resources are needed to carry out
production.

With this diagnosis, it is possible to identify wastes that should be avoided and allow
greater productivity.

It is important to know the number of times something needs to be redone or a

resource used during a process, for example. This directly impacts budget reviews
and delivery schedules.

How is calculated this quality KPI? Through the adoption of production

management software (with raw material purchasing modules, costs, delivery time,
etc.).

2) Impact Indicator – Customer Satisfaction and Fidelity

Elaborating on research to know if customers are satisfied, if they would buy again
and would recommend your service is imperative to the success of your business.

How is calculated this quality KPI? Ideally, you should go straight to the source.
Do good research on your customers to study the strength of your product or
service in the market.

The best idea is to email a satisfaction survey (quick, objective and concise), or use
automated search platforms that do this using the NPS methodology, for example.

3) Effectiveness Indicator – Value

How do you know if your product or service actually works? This indicator will help
you understand the influence and relevance that what you offer has in the life of
customers.

How is calculated this quality KPI? Satisfaction and market research are good
options for defining indicators. Stay attentive to news in your industry and also your
competitors.

4) Customer Service Indicator – Customer Complaints

Customers are the business thermometer. If they are complaining a lot, it’s a sign
that things are not going well at all.

Take control of the organization internally, as this is reflected externally. Make sure
the “cogs” of the company are working properly and if employees are performing
their tasks successfully and striving to provide the best care.

How is calculated this quality KPI? Pay attention to after-sales service. Create a
friendly relationship and worry about your client even after closing the deal. Thus,
you will earn their loyalty and your company will have a good market reputation.

Another important and increasingly talked about point is the customer experience.
You need to know the behavior of the consumer to create a memorable experience
for them, this should become a priority, after all, the happier your customer is with
the brand, the more faithful they will be.

5) Safety Indicator – Quality

This indicator is essential as it regards the effect your company has on the health or
physical integrity of customers.

How is it calculated? Test before product launch. Verify that your product meets all
safety measures and certification requirements and national and international
standards.

Sources:
https://www.indeed.com/career-advice/career-development/production-process
https://www.milliken.com/en-us/businesses/performance-solutions-by-milliken/
blogs/managing-safety-in-manufacturing-industry
https://www.linkedin.com/advice/0/how-do-you-document-report-results-
recommendations
https://www.zippia.com/advice/documentation-in-the-workplace/
https://www.siteware.co/performance-management/kpis-quality-assurance-
examples/

SELF-CHECK 1.2-1
1. It is a production system that creates finished goods by combining various
materials using a predetermined process or formula.

o Bulk production
o Craft production
o Process manufacturing
o Batch production

2. It is the first step in addressing safety in the manufacturing process.

o Inspection of tools and equipment

o Checking of compliance to safety standards
o Identifying hazards
o Installing of safety devices

3. It forces us to think critically about the hazard mitigation process.

o Hazards potential
o Hazards controls
o Countermeasure ladder
o Guarding proper

4. This is done when a hazard cannot be eliminated.

o Protect the operator from hazard

o Remove the equipment
o Change the equipment
o Replace the operator

5. The manufacturing process area must be accessed for the following hazards,
except:
o Biological
o Chemical
o Physical
o Ergonomic