KOLEJ VOKASIONAL TAIPING

BATU 4,
34 600 KAMUNTING,
PERAK DARUL RIDZUAN

KERTAS PENERANGAN
KOD NAMA DAN
MTA – TEKNOLOGI AUTOMOTIF (DIPLOMA)
PROGRAM

TAHUN/SEMESTER TAHUN 2/SEMESTER 3

NO. DAN TAJUK

MTA 804 AUTOMOTIVE TECHNOLOGY PROJECT
MODUL

1. GATHER TECHNICAL/NON-TECHNICAL INFORMATION.

2. INTERPRET TEST DATA
3. CONFIRM ACCURACY OF DATA.
NOMBOR
4. PREPARE COST ESTIMATION.
KOMPETENSI 5. INDENTIFY IMPACT ON COMPANY.
6. DETERMINE CAUSE FOR REPORT.
7. RECOMMEND CORRECTIVE MEASURES.

1.1 Carry out gather technical / non- technical information

2.1 Carryout test data interpretation.
OBJEKTIF PENCAPAIAN 3,1 Carryout confirmation of data accuracy
4.1 Handle cost estimation.
AKHIRAN
5.1 Verify impact on company.
6.1 Justify cause for report.
7.1 Carryout corrective measures.

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TITLE : CORRECTIVE MEASURE

PURPOSE :

This module is designed to help trainee to aquire knowledge and skill in corrective measure. At the end
of this module trainee will be able to:

 compile occurrence information

 analyse occurrence information

 conclude recommended corrective action

 implement recommended corrective action

 implement corrective measures

INFORMATION:

Knowledge of Corrective Measure can be define by understanding about its Definition, Compile
Occurrence Information, Analyse Occurrence Information, Corrective Action Procedures, Effective
Handing Of Customer Complaints and Ensure Effectiveness Of Corrective Action. All of the elements is
shown in this Information below.

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1. Definition

1.1 Corrective

Action to eliminate the cause of a detected nonconformity. Corrective action is taken to prevent
recurrence. Correction relates to containment whereas corrective action relates to the root cause

1.2 Measure

The process of measure the organizational activities so that actual performance confers to expected
organizational standards and goals. Managers develop appropriate standards, compare ongoing
performance against those standards, takes steps to ensure that corrective actions are taken when
necessary

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2. Compile Occurrence Information

2.1 What is occurrence information

Occurrence information is the information or the data related to the event happen or non conformity
detected. Improvement teams need to be cognizant of all the possible factors that would cause
reductions in repeatability, reproducibility, accuracy and stability - over any length of time - that in turn
may render unreliable data. It is good practice to test, perhaps on a small scale, how the data collection
and measurements will proceed. It should become apparent upon simulation what the possible factors
are, and what could be done to mitigate the effects of the factors or to eliminate the factors altogether

2.2 The Data Compiling Process

Once the data collection process has been planned and defined, it is best to follow through with the
process from start to finish, ensuring that the plan is being executed consistently and accurately.
Assuming the data collectors and participants understand on what is to be collected and the rationale
behind it, he or she might need to do additional preparation by reviewing with the applicable
definitions, procedures, and guidelines, etc., and checking for universal agreement. This could be
followed up with some form of training or demonstration that will further enhance a common
understanding of the data collection process as defined in the plan. Failure to oversee the process at its
incipient stages might mean that a later-course correction will need to be made, and much of the data
collection and/or measurement efforts will be wasted. Depending on the length of time it takes to
collect data - and whether the data collection is ongoing - providing periodic oversight will help to
ensure that there are no shortcuts taken and that any new participants are properly oriented with the
process to preserve consistency.

3. Analyse Occurrence Information

3.1 Determine the Cause of a Nonconformity

i. Validate causes before planning or taking action

– Identify the nonconformity

– Collect data on nonconforming item, quantity, frequency, etc.

– Identify when, where and under what conditions problem occurred

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 ii. Investigate thoroughly; many tools can help

– The common seven quality tools when

– The simple why? Why? Technique can often reveal the root cause of a problem
very quickly

Seven quality tools, sometimes known as the “seven OLD QC tools” and the seven process
improvements tools include

a) Pareto Analysis used to classify problems according to cause to identify major problems (80% of
defects result from 20% of causes);

b) Cause-and-Effect Diagrams (also called “fishbone” diagram) used to divide causes of a problem
into categories;

c) Histograms used to show the variation of characteristics or frequency of data related to a

problem;

d) Control Charts used to detect abnormal trends around control limits;

e) Scatter Diagrams used to illustrate the association between two pieces of data;

f) Flow Charts used to diagram the steps in a process and help focus on where a problem is; and

g) Check-sheets used to tabulate results through routine checks of a situation

When you encounter a ‘don’t know’ then continue investigating/analyzing until you find an answer.

3.2 Sources of Causes

Normally there are 6 main causes:-

• Deficiencies in communication

• Deficiencies in documentation

• Deficiencies in personnel training and motivation

• Deficiencies in materials

• Deficiencies in tools and equipment

• Deficiencies in the operating environment

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The root of most causes is usually caused by management, planning, organization or control.

Once you identify the true cause of the nonconformity, you can propose corrective action to prevent its
recurrence. But, of course, validate causes before taking any action.

4. Corrective Action Procedures

• Sources of nonconformity causes are variable

• It may be practical to employ corrective action provisions in procedures rather than a single
corrective action procedure

The ISO 9000 standard requires that you document and maintain documented procedures for
implementing corrective and preventive action.

Some possible procedures are: failure investigation procedure, nonconforming. material review
procedure, customer complaints procedure, quality system document change procedure, specification
change procedures, maintenance procedure.

The corrective action procedures need to accommodate various corrective action strategies, from
simple intradepartmental analysis with solutions that affect only one area, procedure, process or
product to projects that involve many departments, including suppliers, and customers on occasion.

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4.1 Is Corrective Action Necessary?

i. All nonconformance are costly but correction is also costly

ii. Assess the degree of corrective action necessary

– Determine the magnitude of the problem and the risks encountered

iii. A manager needs to know:

– What is the problem?

– Has the problem been confirmed?

– What are the consequences of doing nothing?

– What is the preferred solution? - How much will it cost/save?

– What are the alternatives and their relative costs?

– How long before the problem damages the business

The ISO 9000 standard requires that the corrective/preventive action taken to eliminate the cause of a
nonconformity is appropriate to the magnitude of the problem and commensurate with the risks
encountered.

This would imply, as would common sense, that corrective action would not be required (nor cost
efficient) on every nonconformance. Action should only be taken on vital nonconformance. The
effective collection and analyses of data will be able to determine those vital nonconformance needing
corrective action and the scope of the action required.

Risk analysis need to be part of the solution

4.2 Determine Corrective Action Needed

• Immediate action such as warning notices, alerts, etc.

• Longer term action such as changes to plans, procedures, specifications, training, etc.

Record both the cause and the proposed solutions

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The ISO 9000 standard requires you to determine the corrective action needed to eliminate the cause of
nonconformities. Anyone can propose corrective action but the responsibility for taking action rests
with those responsible for the process (management). The proposed solution can be approved or
rejected and, if rejected, the loop of determining the action required needs to be revisited.

Some corrective actions may be multidimensional in that they may require training, changes to
procedures, changes to specifications, changes in the organization, changes to equipment and processes
– in fact so many changes that the corrective action becomes more like an improvement project. When
corrective actions require interdepartmental action, it may be necessary to set up a corrective action
team to implement the changes with a project manager.

4.3 Implementing Corrective Action

• Implement and record changes to documented procedures resulting from corrective action

– Track implementation of corrective actions

– Link procedural change to the corrective action procedure

– Prevent recurrence of problem

The ISO 9000 standard requires you to implement and record changes in the documented procedures
resulting from corrective and preventive action.

You must have a system for preventing the recurrence of nonconformance.

Several forms may be required. Thus it may be advantageous to use form serial numbers for linking
purposes. The many software packages on the market today addressing closed-loop corrective action
take care of this possibly daunting tracking procedure for you

5. Effective Handing Of Customer Complaints

5.1 Record complaint (including details)

– Define when a customer message is classified a complaint

– Capture complaints from all interface channels with customer

5.2 Acknowledge complaint

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 5.3 Investigate nature of complaint

5.4 Establish a process for satisfying customer

5.5 Monitor progress

You can only effectively handle customer complaints that you have record of receiving. Employee
discipline is required to ensure complaints are recorded.

A customer feedback procedure is suggested rather than limiting the procedure to complaints, as staff
should be informed of compliments as well as complaints, because it improves morale.

The ISO 9000 standard addressed complaints under the corrective action heading; however, you should
not limit your action to eliminating the cause and preventing recurrence. You should also take remedial
action to deal with the particular complaint. Keeping the customer satisfied is the most important thing
you can do

6. Ensure Effectiveness Of Corrective Action

• Verify that planned action has been taken

• Verify that the action has been effective in eliminating the original nonconformance

The ISO 9000 standard requires that controls be applied to ensure that corrective actions are taken and
that they are effective. A corrective action report should define the action to be taken, the person
responsible for implementing the action and the date by which it is to be completed.

The person responsible should then report when the action has been completed so that it can be
verified. The effectiveness of some actions can be verified at the same time but quite often the
effectiveness can only be checked after considerable lapse of time. The same analysis it took to detect
the nonconformance may need to be run to see if the nonconformance has been eliminated. Therefore,
a corrective action report should indicate when checks for effectiveness are to be carried out and
provision made for indicating that the corrective action has or has not been effective

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QUESTION :

1) What is ISO definiton of Corrective?

2) Give FIVE (5) methods in analyse occurance information process and briefly explain each of

them?

3) What the manager should do inorder to implement corrective measure?

RUJUKAN:

1. Hoyle, David. ISO 9000 Quality Systems Handbook Third Edition. Bodenham, Hereford, Great

Britain: Biddles Ltd, Guildford and King’s Lynn, 1998.

2. Washington, Marcietta Swilley. NASA Headquarters Corrective and preventive Action System

(CPAS) Training [On-line]. Available:

http://www/hq.nasa.gov/hqiso9000ppt/CPASTTraining2.ppt, Accessed on 8/11/2008

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TITLE : DEPARTMENTAL BUDGET PLANNING

PURPOSE :
This information sheet is designed for the candidate to plan departmental budget using market and
company information, business plan, policies, standard operating procedure (SOP), budget form ,
computer and related software so that a comprehensive departmental budget can be developed.

INFORMATION :

Budget planning is more than just a job we have to get done to satisfy the financial department.
Planning and budgeting can help us lead our team to success and helps you predict when money comes
in and goes out so you can better manage your cash flow.

1. Obtain Expenditure Records:

To obtain expenditure records it is based on the previous year’s allocation.
1.1 “one-offs” (which are extraordinary and non-recurrent expenditure provided in the previous year).
1.2 Salary increments
1.3 Inflation
1.4 As the expenditure target is only for on-going programs and for additional allocation. This request is
normally for.
 Implementing new policies, programs or activities
 extending on-going programs and
 one-offs
1.5 If there are no new policies the expenditure target then becomes the departments allocation for
that budget year.

2. Identifying Company Policies (on financial aspect)

2.1 Financial Responsibility

i. It is the responsibility of the directors and management of the parent company to ensure that the
company does not incur expenses or take on commitments that are not adequately covered by
dividends and other income from subsidiaries taking into account volatility in such expected cash flows.

ii. Prior to the start of each financial year the company will approve the
Expense Budget of the company based on expected cash flows and shall
approve all Capital Expenditure. The Expense Budget shall include
allowances for the following:

 Board fees and expenses and the expenses of Corporate

Executive Operations
 Group Business Development and expansion activities
 Assurance, Business process improvement and Compliance
(ABC) expenses
 Independent audit of the Holding company and Credit ratings
 Management of Caribbean Development Capital Ltd which pays
management fees to the Holding Company

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 2.2 Dividend Policies and Financial Planning
 It is the responsibility of the directors and management of the parent
company to ensure that the dividend policies of each subsidiary provide a
fair and regular return to the Holding Company balanced by justified
needs for approved expansion plans and that each subsidiary has an
approved profit planning model that sets out guidelines for balancing risk
and return.
 The Parent Company will establish standard dividend policies for each
subsidiary including the Holding Company.
 The Holding Company Board must review and approve the Key elements
and the Objectives of the Strategic Plans of each subsidiary every year and
must also review and approval annual budgets

3. Identifying Budgeting Or Finance Or Account

Longterm care administrators are familiar with monitoring their budgets and they soon learn from
experience that some sources of undesired budget variance can be controlled and others can not. In
general, external sources of budget variance are usually less controllable than internal sources. For
example, a government policy that cuts reimbursement for skilled nursing care is beyond the control of
the longterm care administrator, but reducing unnecessary overtime expenses is not. Making a clear
distinction between the controllables and the uncontrollables in the budget is critical to administrators.
Besides increasing management efficiency, the administrator can also use variance information in
making budget reports. For example, a performance evaluation could include progress made in
addressing controllable sources of variance. A budget justification report might review the impact on
the facility of uncontrollable sources of variance.

3.1 Budgeting
Profit variance is the difference between actual profit and projected profit. Three categories of
budget variance contribute to profit variance, affecting either the expense or the revenue side:
Volume variance is the difference between actual and budgeted service units typically, in long-term
care settings, measured using patient days as the "service unit," with the actual patient days above or
below budget representing volume variance. Sources of volume variance are often external and
difficult to control, such as demographics or third-party reimbursement policies that limit length of stay.
Utilization variance is the difference between the number of actual and budgeted services provided.
Insurers reimbursement restrictions for ancillary services such as physical therapy represent an external
source of utilization variance that may be uncontrollable. Implementation of clinical guidelines and
quality management is an internal, controllable source of utilization variance that may reduce average
length of stay and associated complication rates.

3.2 Budget Material

Rate or price variance is the difference between the budgeted cost and actual cost of personnel or
nonpersonnel line items in an expense budget report. Sources of fixed-rate variance may be difficult to
control for example, if utility costs increase during the budget year, the administrator usually cannot
change utility providers. In other cases, the administrator may be able to control fixed-rate variance,

12
such as contracting for pharmacy services at a lower cost rather than maintaining an in-house pharmacy
department. Rate variance also represents the difference between the budgeted and actual revenue.
Increases or reductions in the per-diem bed rate paid by third-party payers is a source of revenue-rate
variance, as are changes in reimbursement denials by third-party payers. Generally caused by factors
external to the long-term care setting, these variances can be difficult, if not impossible, to control.
Negotiating reimbursement rates may be possible in some cases, thus allowing some degree of control.

3.3 Budget Supplies

Quantity or efficiency variance is the difference between the budgeted and actual number of
nonpersonnel or personnel inputs used per time period or service unit. Change in the number of fixed
budget supplies, or the number of supplies used per service unit, is a source of quantity variance, as is
change in the number of direct care hours provided per patient day. In many cases, such sources of
quantity variance are controllable. For example, staff training and supervision can reduce waste or
other excessive use of supplies. Adjusting staff hours and the mix of professional and nonprofessional
staff helps control staffing efficiency variance.

4. Identifying Budget Planning Or Forecast

4.1 Budget Planning & Analysis

Proper financial forecasting relies on methods and tools that bring rigor to the forecasting process.
Oversimplifying the forecasting process can create forecasts that ignore business cycles and lead to
missed investor expectations, excess inventory buildup, and overstaffing. Financial analysts need
processes and tools that help them provide management with forecasts in which management can have
confidence.

Financial analysts can create stronger forecasts by building thorough forecasts from the ground up.
Analysts often face similar problems when developing forecasts. Learning to avoid these pitfalls can help
you strengthen your forecasts. Forecasting can play a key role in the budgeting process. Companies can
benefit by creating flexible budgets that they can adapt to changing business conditions.

4.2 Financial analysis is an important part of the process of developing a business plan, and then for
monitoring the success of that plan. Typical elements of financial analysis include:

i. Budgeting - creating a budget setting out planned cash flows in and out of the business. By
monitoring a cash flow budget it is possible to identify any potential crisis points where liquidity will be
poor. Budgets can also be set out for income and expenditure by the business, as well as a capital
budget showing major capital spending e.g. on premises, equipment etc.

ii. Profit and loss analysis - this involves the creation of a profit and loss budget setting out
expected future profits/losses for the business. This is important in assessing the return on the business.

iii. Balance sheet – developing a balance sheet is a financial "snapshot" of your business at a given
date in time. It includes your assets and liabilities and your business' net worth over the forecast
horizon.

iv. Cash flow statement – Summarizes the company's cash receipts and cash disbursements over a
period of time; Lists cash to and cash from operating, investing, and financing activities, along with the
net increase or decrease in cash for the period.

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v. Solvency analysis - involves calculating the net current assets of a business as shown in the
balance sheet (i.e. current assets - current liabilities).

vi. Return on capital employed - this is a measure of the return

made on all of the capital employed in the business in a given
period of time.

vii. Where a business has shareholders it is useful to analyze returns to these shareholders in terms
of returns for each dollar invested in share capital. Financial analysis is very important in planning
because ultimately business success is measured in terms of money.

5. Budget - Analyze Expenditure Report

5.1 Benchmark a Changing Market
i. In a fast changing pharmaceutical market it is vital to be able to measure company performance
easily and accurately, find out which companies are winning in the areas that count and which are
suffering in changing circumstances. The Evaluate PHARMA Yearbook gives you the information that
you need, in context. The Yearbook provides information and data of the highest quality, taken directly
from the Evaluate PHARMA database and it will enable you to:
a. Benchmark company revenue and expenditure
b. Analyse company performance
c. Assess mergers and acquisitions
d. Understand patent expiry issues
e. Match R and D spend to performance
f. Analyse sales by therapy area, licensing, acquisitions etc.
g. Analyse winners and losers by therapy area

ii. All of the detailed information in the Yearbook is put in context by explanations of the new
pharmaceutical market place, how it works and how companies perform within it. The Yearbook
provides detailed information about the top 150 companies, including:
a. Revenue
b. Income
c. Growth
d. R & D expenditure
e. M & A activity
f. Patent expiry
g. Staffing levels
h. Expenditure
With 41 tables of detailed Evaluate PHARMA information this report is edited by former Scrip Magazine
Journalist Jacky Law. It is essential reading for everybody in the pharmaceutical market from senior
executives and corporate strategists, through marketing and sales departments to market analysts and
pharmaceutical outsourcing companies.

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5.2 Budget - Analysing Tools, Control Chart

i.Control Charts

Control charts were developed as a monitoring tool, they are among the most important tools in the
analysis of production process variations. The purpose of using control charts is:

a. To help prevent the process from going out of control. The control
charts help detect the assignable causes of variation on time so that
appropriate actions can be taken to bring the process back in control.

b. To keep from making adjustments when they are not needed.

Most production processes allow operators a certain level of leeway to make adjustments on the
machines that they are using when it is necessary. Yet over adjusting machines can have negative
impacts on the output. Control charts can indicate when the adjustments are necessary and when they
are not.

c. to determine the natural range (control limits) of a process and to

compare it to its specified limits. If the range of the control limits is
wider than the one of the specified limits, the production process will
need to be adjusted.

d. to inform about the process capabilities and stability

e. the process capability refers to its ability to constantly deliver products

that are within the specified limits and the stability refers to the quality
auditor's ability to predict the process trends based on past experience.
A long term analysis of the control charts can help monitor the machine
long term capabilities. Machine wear out will reflect on the production
output.

f. to fulfill the need of a constant process monitoring Samples need to be

taken on a regular basis and tested to make sure that the quality of the
products sent to the customers meets their expectations.

ii. How to build a control cha

The control charts we are addressing are created for a production process in progress. Samples are
taken from the production lines at given time intervals and tested to determine whether they are in
conformance with the specifications and their level of conformance are plotted on the charts and
monitored. Control limits on a control chart should be readjusted every time a significant shift in the
process occurs. A typical control chart is made up of at least four lines: a vertical line that measures the
levels of the samples' means, the two outmost horizontal lines represent the UCL and the LCL and the
Center Line represents the mean. If all the points plot in between the UCL and the LCL in a random
manner , the process is considered to be in control.
What is meant by in control process is not a total absence of variation but instead, when the variations
are present, they exhibit a random pattern, they are not outside the control limits and based on past

15
experience, they can be predicted and are strictly due to common causes. The control charts are an
effective tool for detecting the special causes of variation. The following chart depicts a process in
control and within the specified limits. The Normal curve on the left side shows the specified (desired)
limits of the production process while the right chart is the control chart. The specification limits
determine whether the products meet the customers' expectations while the control limits determine
whether the process is under statistical control. These two charts are completely separate entities.
There is no statistical relationship between the specification limits and the control limits.

USL UCL

PROCESS AVERAGE

LCL
LSL
If some points are outside the control limits, this will indicate that the process is out of control and
corrective actions need to be taken. Let's note that a process with all the points in between the control
limits is not necessarily synonymous with acceptable process. A process can be in control with a high
variability or too many of the plotted points are too close to one control limit and away from the target.
The following chart is a good example of an out of control process with all the points plotted within the
control limits.
18
16
14
12
10

A B C D E F
In this example, points A, B, C, D, E and F are all well within the limits but they do not behave randomly,
they exhibit a run up pattern, in other words they follow a steady (increasing) trend. The causes of this
run up pattern need to be investigated because it might be the result of a problem with the process.
The interpretation of the control charts patterns is not easy and requires experience and know-how.

16
5.3 Budget - Applying Analysing Tools

Thinking tool Description Web links

Glossary of An A-Z of thinking tools, strategies and models for learning. Tools and
terms Describes, What it is Why is it used , How it is used Samples. strategies
Includes downloads

Bloom's A tool for categorising questions & activities according to six Bloom's posters
taxonomy levels of thinking, remember, understanding, applying, Bloom's taxonomy
analysing, and evaluating wheel Bloom's

Cause and A tool that links reasons with results Cause and effect
effect template

Concept map A graphic organiser that " that begin with a central idea and Concept map
proceeds to show related ideas as branches off of the center" template
Concept map
example

Consequences A tool to look at possible solutions to a problem and the Consequence chart
chart probable flow-on consequences of each solution. Used to assist template, Target
in making a final decision. wheel template,
Consequence
wheel example

Diamond A tool to order items according to priority levels Diamond ranking

ranking template

Fishbone A tool to identify cause and effect. A useful essay planning tool Fishbone diagram
diagram

Flow chart A sequential list of events that have happened, or might happen Flow chart
template

Graphic A tool that organises information in a visual form Graphic organiser

organisers grid

K-W-L What I Know - What I Want to know - What I have Learned K-W-L template

Ranking Ladder Rank ideas in order of importance Ranking ladder

template

SWOT Strengths, Weaknesses, Opportunities, Threats, Used to analyse SWOT chart

& justify template

Thinking maps A tool to assist with decision making Thinking charts

Facts chart

Y chart Used to brainstorm ideas based on what you see, feel and see, Y chart template
Helps to clarify concepts and ideas

17
5. 4 Budget – Executing Analysing Activities

i. Core tasks

With counterparts, manage the day to day operations of Budget Unit:

a. Assist the integration of the former planning office with the budget office and the rest of
program services
b. Support the transition of the planning office into its new role of expenditure review
c. Coordinate with other agencies of government and donors in terms of the development of
the overall planning process
d. Build up the capacity in local staff to provide analysis on sector programs and investment
plans – including analysis of budget execution
e. Build up the capacity of local staff to support the management of line Ministry plans.
f. Build up the capacity of the team of the Planning Office to work closely together and with
other areas of the Ministry in providing an integrated approach to line Ministries.
g. Contribute towards the development of integrated planning and reporting systems which
will encompass a robust planning process, this will include provide advice and support to the
implementation of the performance budgeting element.
h. Assist in the integration of the services provided by the Ministry to Line Ministries in the
areas of planning and expenditure review.
i. Perform such other tasks and functions as may be delegated by the Ministry of Finance.

ii. Capacity building functions

The Adviser will be expected to incorporate the three pillar approach to capacity building in all aspects
of his/her work with Timorese counterparts. The Adviser shall model transparency and accountability in
his/her own behavior, and by focusing on development of skills and systems, together with support to
behavioral and attitudinal change, the adviser shall help to build capacity:
a, Jointly with the Program Implementation Officer and the Adviser HR and Capacity Development
develop an agreed capacity building workplan (based on the Adviser’s own work plan), to incorporate
operational activities and capacity building into the core specific activities to be undertaken. Regularly
review and revise the work plan.
b. Agree on specific tasks within activities for which national counterparts
will be responsible; agree on methodology and monitorable indicators
for assessing progress on agreed tasks, and for providing feedback to
staff.
Increase, incrementally, the level and number of tasks for which national incumbents are responsible,
commensurate with progress/improvements in technical and functional capabilities.

iii. Deliverables

Within the first three (3) weeks of the assignment, the Adviser shall prepare a Work plan based on the
objectives of the assignment and specific functions for approval by the Director, Budget Unit prior to
implementation, copy furnished to the Program Services Director. Within the first six (6) weeks of the
assignment the advisor shall prepare a capacity building work plan, as outlined above. This will be
prepared in consultation with human resource development staff and specialist advisers in the ministry.

The Adviser shall then provide a duly endorsed monthly Work plan Progress Report to the Director

18
Budget Unit, copy furnished to the PIO-PFMCBP, on the completion of the activities outlined in the Work
Plan. The Adviser shall discuss and submit to the Procurement Services Director, no later than five (5)
working days before the end of the current contract, an end of assignment Work plan Progress Report
summarizing work undertaken against the Work plan, the degree to which the work has concluded, and
a statement of outstanding tasks.

In addition, the Adviser shall be required to deliver the following:

a. Weekly progress report on the closure of carryover liabilities.
b. Reports and memoranda recommending required actions.

iv. In addition:
a. A commitment to supporting Timorese staff to achieve the outcomes
and objectives of the Ministry.
b. Committed to training and promoting the professional development of
the staff.
c. Recognition and respect of peers, and a demonstrated ability to interact
effectively and collegially with peers at all levels.
d. Demonstrated ability to make sound judgments on capacity issues that
will require management referral and guidance.
e. Demonstrated ability to work effectively in a mentoring role.
f. Demonstrated ability to communicate ideas and analyses clearly and
tactfully, both orally and in writing;
g. Demonstrated ability to assist and support the development of useful
processes and procedures within the unit to implement effectively the
work program.
h. Demonstrated ability to transfer skills and knowledge – previous
training or teaching experience a plus.
i. Demonstrated ability to adapt to challenges in the workplace, including
finding creative solutions and
j. Familiarity with culture and/or willingness to acquire it.

v. Performance Evaluation

Ongoing performance shall be assessed by the Program Implementation Unit (PIU) in accordance with
the functions and agreed deliverables in the TOR and performance review framework for advisors; and
be subject to inputs and recommendations from the Steering and Supervisory Committees, joint
supervision missions and the World Bank Task Team as appropriate.
This position is subject to performance evaluations every six (6) months to ensure satisfactory progress
in the implementation of the functions of the position.

Satisfactory execution of the indicated technical and capacity building functions mentioned above
consistent with the Program’s objectives as evaluated by a Supervisory Review Committee at the end of
the engagement. Where a contract extension is required, performance assessment results will be taken
into consideration.

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QUESTION :

1. What is one-offs in your own words?

2. Good housekeeping is an important part of Risk and Hazard what are your comments?
3. What is the difference between budgeted cost and actual cost?
4. You have heard the word budget, elaborate in your own words the meaning of budget?
5. Spending more than you earn, compare this with the word budget?
6. As an executive officer how much would spend for research and development?
7. What are the tools you need to analyse budget?
8. How to build a control chart?
9. What would you include in your budget report?
10. What do you understand by the word PARETO?
11. How would you identify future requirements to prepare a acceptable budget?
12. What are the key difference in the current and future workforce competencies?
13. How would you identify departmental expenditure?
14 Why are budgets important
15. Describe different types of budgets and their purpose
16. Identify the types of budgets used in your organization
17. Explain your organizations budget planning cycle
18. Describe how to calculate operating expenses

REFERENCES:

1. Atrill Mclaney & Harvey Jenner, (2003), Accounting An Introduction Second edition, Prentice
Hall, Australia

2. Bartol, K. & Martin, D. (1998), Management, 3rd edition, Irwin/McGraw-Hill, United States of
America

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