ISO9001质量手册英文版(ISO9001QualityManual)

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ISO9001：2015全套文件英文版(含质量手册及全套程序文件)

Ningbo XXX Material TechnologyCo.,LtdISO9001:2015 Quality ManualRevision [A/0] - [2018/3/1](c) [Copyright Year Of 2018] [Ningbo XXX Material Technology Co.,Ltd]; all rights reserved. This document may contain proprietary information and may only be released to third parties with approval of management. Document is uncontrolled unless otherwise marked; uncontrolled documents are not subject to update notification.Revision [A/0] - [2018/3/1]Page 1 of 19TABLE OF CONTENTS0.0 Revision History and Approval ...................................................................................................................... 3 1.0 Welcome to Ningbo XXX Material Technology Co.,Ltd ................................................................................ 4 2.0 XXX Material: Who We Are ........................................................................................................................... 4 2.1 Determining Our Strategic Direction ......................................................................................................... 4 2.2 Scope of the Management System ........................................................................................................... 4 2.2.1 Scope Statement ............................................................................................................................... 4 2.2.2 Facilities Within the Scope ................................................................................................................ 4 2.2.3 Permissible Exclusions ..................................................................................................................... 5 2.2.4 Scope of the ISO9001:2015 Quality Manual ..................................................................................... 5 3.0 Quality Policy................................................................................................................................................. 5 4.0 Management System Structure and Controls ............................................................................................... 5 4.1 Process Approach .................................................................................................................................... 5 4.1.1 Process Identification ........................................................................................................................ 5 4.1.2 Process Controls & Objectives .......................................................................................................... 6 4.1.3 Outsourced Processes ...................................................................................................................... 7 4.2 Documentation & Records ....................................................................................................................... 7 4.2.1 General .............................................................................................................................................. 7 4.2.2 Control of Documents ....................................................................................................................... 7 4.2.3 Control of Records ............................................................................................................................ 7 4.3 Change Management ................................................................................................................................ 8 4.4 Risks and Opportunities ............................................................................................................................ 8 5.0 Management & Leadership ........................................................................................................................... 8 5.1 Management Leadership and Commitment .............................................................................................. 8 5.2 Customer Focus ........................................................................................................................................ 9 5.3 Quality Policy ............................................................................................................................................. 9 5.4 Organizational Roles Responsibilities & Authorities ................................................................................. 9 5.5 Internal Communication ............................................................................................................................ 9 5.6 Management Review .............................................................................................................................. 10 6.0 Resources ................................................................................................................................................... 10 6.1 Provision of Resources ........................................................................................................................... 10 6.2 Human Resources .................................................................................................................................. 10 6.3 Infrastructure ........................................................................................................................................... 11 6.4 Work Environment ................................................................................................................................... 11 6.5 Organizational Knowledge ...................................................................................................................... 11 7.0 Operation ..................................................................................................................................................... 11 7.1 Operational Planning and Control ........................................................................................................... 12 7.2 Customer-Related Activities .................................................................................................................... 12 7.2.1 Capture of Customer Requirements ............................................................................................... 12 7.2.2 Review of Customer Requirements ................................................................................................ 12 7.2.3 Customer Communication ............................................................................................................... 12 7.3 Design and Development ........................................................................................................................ 13 7.4 Purchasing .............................................................................................................................................. 13 7.5 Provision of [Production of adhesive tape] .............................................................................................. 13 7.5.1 Control of Provision of [Production of adhesive tape] ..................................................................... 13 7.5.2 Identification and Traceability .......................................................................................................... 14 7.5.3 Property Belonging to Third Parties ................................................................................................ 14 7.5.4 Preservation .................................................................................................................................... 14 7.5.5 Post-Delivery Activities .................................................................................................................... 14 7.5.6 Process Change Control ................................................................................................................. 15 7.5.7 Measurement and Release of [Production of adhesive tape] ......................................................... 15 7.5.8 Control of Nonconforming Outputs .. (15)Revision [A/0] - [2018/3/1]Page 2 of 198.0 Improvement ............................................................................................................................................... 15 8.1 General .................................................................................................................................................... 15 8.2 Customer Satisfaction ............................................................................................................................. 15 8.3 Internal Audit ........................................................................................................................................... 16 8.4 Corrective and Preventive Action ............................................................................................................ 16 Appendix A: Overall Process Sequence & Interaction ........................................................................................ 17 Appendix B: ISO 9001:2015 Cross Reference . (18)Revision [A/0] - [2018/3/1] 0.0 Revision History and ApprovalRev. Nature of changes Approval DateA/0 Original release. XXX 2018/3/1Page 3 of 19Revision [A/0] - [2018/3/1] 1.0 Welcome to Ningbo XXX Material Technology Co.,LtdNingbo XXX Material Technology Co., Ltd. Was established in 2000, with the UAE businessmen to build the joint venture company; 2004 Ming Shan founded Nissin special adhesive tape and adhesive tape company; 2008 due to the strategic adjustment of 3 company merger and reorganization, the establishment of Ningbo letter mountains adhesive products Manufacturing Co., Ltd..PVC insulation tape is one of China’s national standard drafting unit, the field of adhesive products governing unit of China, Ningbo, adhesives and related products Industry Association, honorary president of the unit.We produce more than 1000 varieties of products of 11 categories. The annual throughput more than 100,000,000 square of the adhesive and 10,000 ton of the adhesive.Our company located in Ningbo which the city of the east China sea, beside 500 kilometers of shanghai, 20 kilometers from Ningbo list airport and 50 kilograms of the Ningbo seaport. The transport is very convenient (Easy to ship to everywhere on the world).2.0 XXX Material: Who We Are2.1 Determining Our Strategic DirectionXXX Material has reviewed and analyzed key aspects of itself and its stakeholders to determine the strategic direction of the company. This involves:∙Understanding our core products and services, and scope of management system (see 2.2 below).∙Identifying “interested parties” (stakeholders) who receive our [Production of adhesive tape], or who may be impacted by them, or those parties who may otherwise have a significant interest in our company. These parties are identified in the document [Requirements and expectations list of interested parties].∙Understanding internal and external issues that are of concern to XXX Material and its interested parties; also identified in the document [Requirements and expectations list of interested parties]. Many such issues are identified through an analysis of risks facing either XXX Material or the interested parties. Such issues are monitored and updated as appropriate, and discussed as part of management reviews.This information is then used by senior management to determine the company’s strategic direction. This is defined in records of management review, and periodically updated as conditions and situations change.2.2 Scope of the Management System2.2.1 Scope StatementBased on an analysis of the above issues of concern, interests of stakeholders, and in consideration of its products and services, XXX Material has determined the scope of the management system as follows:Production of adhesive tapePage 4 of 19Revision [A/0] - [2018/3/1]Page 5 of 192.2.2 Facilities Within the ScopeThe quality system applies to all processes, activities and employees within the company. The facility is located at: Factory Add ：XXX Tel ：XXX Fax ：XXX XXX XXX2.2.3 Permissible ExclusionsThe following clauses of ISO 9001 were determined to be not applicable to XXX Material.∙ 8.3 Design and development of products and services 2.2.4Scope of the ISO9001：2015 Quality ManualThis manual is prepared for the purpose of defining the company’s interpretations of the ISO 9001:2015 international standard, as well as to demonstrate how the company complies with that standard.This manual does not follow the numbering structure of ISO 9001. Instead, Appendix B presents a cross reference between the sections of this manual and the clauses of ISO 9001:2015.This manual presents “Notes” which are used to define how XXX Material has tailored its management system to suit its purposes. These are intended to clarify implementation approaches and interpretations for concepts which are not otherwise clearly defined in ISO 9001:2015. Notes appear in italics, with gray background.Where subordinate or supporting documentation is reference in this manual, these are indicated by bold italics .∙ Quality PolicyThe Quality Policy of XXX Material is as follows:Quality first, customer satisfaction;Scientific management, continuous improvement. ∙ Management SystemStructure and Controls 4.1Process Approach4.1.1 Process IdentificationXXX Material has adopted a process approach for its management system. By identifying thetop-level processes within the company, and then managing each of these discretely, this reduces the potential for nonconforming [Production of adhesive tape] discovered during final processes or after delivery. Instead, nonconformities and risks are identified in real time, by actions taken within each of the top-level processes.Note: not all activities are considered “processes” – the term “process” in this context indicates the activity has been elevated to a higher level of control and management oversight.The controls indicated herein are applicable only to the top-level processes identified.。

ISO9001供应商控制程序(中英文)

ISO9001供应商控制程序SUPPLIER Control PROCEDURE 1.Revision History 修订记录2.Purpose目的:2.1.To define supplier management procedure, and ensure that the suppliermaterial will follow DXC quality requirements.确立供应商管理程序，确保供应商之产品能满足DXC公司品质要求。

3.Scope范围:3.1.This procedure applies to all DXC suppliers.该程序适用于DXC公司所有供应商。

4.Reference Document参考文件4.1.Quality Manual 品质手册4.2.Purchasing Procedure 采购程序4.3.Incoming Quality Control Procedure进料品质控制程序4.4.IQC monthly report IQC月报4.5.Sourcing Procedure. 供应商开发程序5.Definition定义5.1.AVL– Approved supplier list 合格供应商清单5.2.CPAR –Corrective and preventive action request.纠正与预防措施申请5.3.P.O.–Purchase order.采购订单6.Responsibility职责：6.1.QA Department 品质部:6.1.1.R esponsible for the verification of the supplier’s qualitymanagement system, imposed requirement for the corrective and preventiveaction.负责确认供应商质量管理体系，纠正与预防措施的要求。

ISO9001质量手册英文版

ISO9001 Quality Manual (English Version)1. IntroductionThe ISO9001 Quality Manual serves as a primary document that outlines the quality management system (QMS) followed by the organization. It provides guidelines and procedures for achieving and mntning the desired quality standards set by the International Organization for Standardization (ISO). This manual acts as a reference document for employees, customers, audit teams, and other stakeholders to ensure consistent adherence to quality processes.2. ScopeThe scope of this QMS covers all aspects of the organization’s activities, including design, development, production, and service delivery. It includes all departments, functions, and levels within theorganization, ensuring that quality is consistently mntned across the company.3. Document ControlThe organization is committed to mntning an efficient document control system to ensure the validity, accessibility, and integrity of all quality-related documents. This system includes procedures for document creation, revision, approval, distribution, and archival. This document control system ensures that the most current version of relevant documents is readily avlable to all employees.4. Quality PolicyThe organization’s quality policy reflects its commitment to deliver products and services that meet or exceed customer expectations. The quality policy statement emphasizes the organization’s dedication to continuous improvement and compliance with all applicable legal andregulatory requirements. The policy acts as a framework for establishing and reviewing quality objectives to drive long-term success.5. Organizational StructureThe organization is structured in a way that supports effective quality management. Clear lines of responsibility and authority are defined to ensure accountability at all levels. The organizational structure fosters collaboration, communication, and coordination among departments to achieve quality objectives.6. Risk ManagementThe organization recognizes the importance of identifying, assessing, and managing risks that could impact the quality of its products and services. A systematic approach is adopted to analyze potential risks, develop mitigation strategies, and monitor risk levels to proactively address any potential quality issues.7. Resource ManagementThe organization ensures that adequate resources, both human and physical, are allocated to support the implementation and mntenance of the QMS. This includes trning employees to improve their knowledge and skills, providing necessary infrastructure and equipment, and fostering a favorable work environment that promotes quality.8. Product RealizationThe organization follows a well-defined process to ensure consistent quality during the realization of its products and services. This process includes product design, development, sourcing of materials, production, testing, and delivery. Regular quality checks and audits are conducted at each stage to ensure conformity to specifications and standards.9. Measurement, Analysis, and ImprovementThe organization emphasizes the importance of measuring and analyzing performance to drive continuous improvement. Keyperformance indicators (KPIs) are established and monitored to evaluate the effectiveness of the QMS. Non-conformities and customer feedback are analyzed to identify areas of improvement and implement corrective actions to enhance quality.10. Internal AuditsRegular internal audits are conducted to assess the effectiveness of the QMS and ensure compliance with ISO9001 standards. Trned auditors review processes, procedures, and records to identify any gaps or non-compliance. Audit findings are documented, and appropriate corrective actions are initiated to address any identified issues.11. Management ReviewTop management conducts regular management reviews to evaluate the performance of the QMS. These reviews provide an opportunity to assess the suitability, adequacy, and effectiveness of the QMS, as well as to identify opportunities for improvement. Management reviewmeetings play a crucial role in decision-making and setting future quality objectives.12. Continual ImprovementThe organization is committed to continually improving its QMS to enhance customer satisfaction and meet evolving market demands. Lessons learned from internal audits, customer feedback, and performance analysis are used to identify areas for improvement. Process enhancements, employee trning, and innovation are encouraged to ensure the organization remns at the forefront of quality management.ConclusionThis ISO9001 Quality Manual outlines the organization’s commitment to quality and provides a comprehensive guide for implementing and mntning a robust QMS. The document emphasizes the importance of continuous improvement, risk management, andresource allocation to achieve the desired quality standards. By adhering to the principles outlined in this manual, the organization can consistently deliver products and services that meet customer expectations and drive long-term success.Note: This ISO9001 Quality Manual is not intended to be a standalone document. It should be used in conjunction with other relevant procedures and work instructions to ensure the effective implementation of the QMS.。

ISO 9001质量手册英文版(ISO 9001 Quality Manual)

ISO 9001：2000 QUALITY MANUALWOLSTENHOLME INTERNATIONAL LIMITEDCONTENTS1.0 Scope of the Quality Management System at Wolstenholme International Limited 1。

1 Statement of Quality Policy2。

0 Quality Management System Documented Procedures2.1 Document Control2。

2 Control of Quality Records2.3 Internal Quality Audits2。

4 Control of Nonconforming Product2.5 Corrective Action2.6 Preventative Action3.0 Quality Management System Processes and Interrelations3。

1 Organisation Charts3.2 Responsibilities3.3 Interrelation of Processes3.4 Processes1。

0 Scope of the Quality Management System at Wolstenholme International LimitedWolstenholme International Limited is a Company with a long—standing successful history of supplying metal powders, pastes， pellets， varnish, offset ink， flexography ink and other related products for use in a large range of applications, on a worldwide basis. The scope of the Quality Management System encompasses all activities on the Darwen Site.The Metallic Powders Operation at Darwen is responsible for the manufacture and supply of metal powders and pigments mainly in aluminium， copper and brass (bronze） based alloys， for use in printing, inks， plastics and other industrial and engineering applications.The Ink Operation at Darwen is responsible for the manufacture of a wide range and type of printing ink, 'one—pack' gold ink, varnish and related printing products。

ISO9001：2015一整套程序文件英文版

ISO9001:2015一整套程序文件-英文版Procedure: [Change Mgmt Doc Title]1.0SUMMARY1.1.The purpose of this procedure is to define the methods for managing changes to processes andother aspects of the management system in a controlled manner.1.2.Where this document discusses changes to processes, this shall be understood to mean the top-level processes identified in the [Quality Manual Doc Title].1.3.The [who?] is responsible for implementation and management of this procedure.2.0REVISION AND APPROVAL3.0CHANGES TO PROCESSES3.1.Management system processes will undergo changes, typically when:3.1.1.Improvement opportunities have been identified, typically to improve processeffectiveness3.1.2.Nonconformities within a process are identified and require corrective action3.1.3.Conditions in the industry or company change, requiring a process to be updated3.1.4.New processes are added which impact on existing processes, requiring changes3.1.5.Customer requirements result in a need to change processes3.1.6.Any other reason determined by management3.2.In such cases, the process must be changed in a controlled manner to ensure properauthorization and implementation of the changes.3.3.At a minimum, process changes shall include the steps herein:3.3.1.The request for a process change shall be documented, typically in a [CAR Form Name]per the procedure [Corrective Preventive Action Proc. Title]. The justification for thechange shall be recorded.3.3.2.The change shall be reviewed by appropriate management, including the senior mostmanager responsible for the process. Changes must be approved prior toimplementation.3.3.3.The appropriate [Process Definition Doc Title] will be updated to reflect the change.This document will undergo review and approval per the procedure [Control ofDocuments Proc. Title]. The revision indicator of the [Process Definition Doc Title]will be incremented, and the nature of the change recorded. [ Delete last sentenceif you are not using Process Definition documents.]3.3.4.The follow-up verification step of the [CAR Form Name] process shall seek to ensurethe change has had the intended effect, and/or has improved the process. If not, thechange may be rolled back or a new change made to correct any new issues that ariseas a result of the change.4.0CHANGES TO DOCUMENTATION4.1.Management system documents undergo changes when there is a need to revise them.4.2.Changes to documentation are done in accordance with the procedure [Control of DocumentsProc. Title].5.0CHANGES TO ORDERS OR CONTRACTS5.1.Changes to active orders or contracts may occur when the customer changes the requirementsafter the work has begun, or may be initiated by [Short Client Name] when unforeseencircumstances are encountered.5.2.Changes to orders or contracts are done in accordance with the procedure [Quoting and OrdersDoc Title].Procedure: [Identification & Traceability Proc. Title]1. SUMMARY1.1. This procedure defines the methods used to identify and (where applicable) provide uniquetraceability for [Short Client Name] products. This procedure includes methods:1.1.1. To define the methods for identifying products (what they are)1.1.2. To define the methods for identifying products as to their current inspection or teststatus1.1.3. To define the methods for segregating and discriminating between product andtooling when their appearance is similar1.1.4. To define the methods for providing traceability, including unique serialization, orproduct as applicable1.2. The [who?] is responsible for implementation and management of this procedure.2. REVISION AND APPROVAL3. APPLICATION3.1. This procedure applies to all departments which use, handle, transport, store, inspect ormanufacture product, raw materials and tooling, at all [Short Client Name] facilities.3.2. This procedure not only applies to typical product, but also deliverables from services, such asreports, schedules, etc.3.3. Non-critical materials or supplies, which are not incorporated into final product or which serveonly to support facilities or operations, are not subject to this procedure.4. DEFINITIONS4.1. Product4.1.1. “Product” includes any of the following:∙Any part, assembly or item ordered by the customer∙Deliverable reports or documents∙Product may refer to finished product, or work in process (WIP)4.2. Raw Materials4.2.1. “Raw materials” include any of the following:∙Any materials or items (metals, plastics, components, pre-built assemblies, small parts) which become part of the finished product’s physical construction; some ofthese items may sometimes be referred to as “consumables”.∙Coatings, paint, plating, adhesives, chemicals or materials which will be incorporated into (or onto) the final product.4.3. Tooling4.3.1. “Tooling” can include any of the following:∙Devices used by manufacturing for setup or production, including fixtures and jigs.∙Devices used by inspection for determining acceptance of product, including test fixtures.∙Shop aids, which are simple devices (blocks, spacers, shapes) used to assist in production or development, but which are not precision tools and which can be usedfor a variety of applications.4.3.2. Tooling does not include:∙Cutting tools, drill bits, etc.∙Hand tools∙Machining equipment5. PRODUCT5.1. There are many ways to identify product; this procedure presents the most typical, acceptablemethods. Additional product identification methods may be called out in the design orproduction documentation.5.2. Identification typically includes the part number, revision, Work Order # and unique serialnumber (if applicable).5.3. Identification is done through any of the following methods:5.3.1. Part marking, by way of ink marking, etching or some other method.5.3.2. Bag-and-tag methods, especially for small parts.5.3.3. Placement of parts on shelves or in containers that are properly marked, withsignage or other methods.5.3.4. Placement of parts near associated paperwork, for the purpose of identification andtraceability, may be used if the paperwork can clearly be identified as relating to theparts in question, typically by way of the inclusion of a drawing which can becompared to the product.5.3.5. Segregating entire areas of the production floor with belt stanchions and attachedsignage, indicating what type of items are allowed, or disallowed, within theenclosed area.5.4. Where unique serialization is required for traceability, the parts shall be identified with a serialnumber in accordance with customer requirements, or in a manner developed to ensure that no two parts are given the same number. Serial number logs may be used to control this; workorders shall reference the serial numbers under which the unique parts were built.5.5. All product may be assumed to be inspected and/or tested and found to be acceptable for useif identified in accordance with the rules above, unless it is marked as nonconforming product.For the methods of identifying nonconforming product, see procedure [Control of NCP Proc.Title].6. RAW MATERIALS6.1. Raw materials requiring traceability back to heat lot numbers, manufacturer lot or batchnumbers, certificates of conformity or analysis, etc., must be marked in a way that provides this traceability. This is typically done by marking the raw materials with the [Short Client Name]purchase order number under which the items were purchased, and the supplier’s lot number.6.2. When raw materials are used, any remaining material that will be returned to stock and used inthe future must be re-identified before re-entry into inventory.6.3. Raw materials which are determined to require identification and traceability, but which lacksuch identification, may not be used for flight hardware. These may be used for tooling stock or other non-product purposes.6.4. All raw materials may be assumed to be inspected and/or tested and found to be acceptable foruse if identified in accordance with the rules above, unless it is marked as nonconforming. For the methods of identifying nonconforming raw materials, see procedure [Control of NCP Proc.Title].7. PRODUCTION TOOLING7.1. Tooling used for production (fixtures, molds, jigs, setup devices, product supports or stands,etc.) shall be designed and built according to engineering data, and then validated to ensurethe tool performs the intended function without risk or harm to product. Validation of tooling istypically done by using the tooling and inspecting the resulting parts to ensure the toolingresults in parts that meet dimensional or other requirements.7.2. Once validated and approved for use, the tool will be marked with a tooling ID number, which istypically the part number for which the tool is to be used.7.3. Tools that produce production hardware or are used to accept hardware must undergoinspection before release. [QC or QA Preferred Term] must stamp or mark the tool as accepted before it can be used.7.4. Shop aids for setup of production operations, supporting a part temporarily, or other simple ortemporary use, may not require identification with a unique identifier. Instead, these must beidentified as tooling by either marking the item itself as “TOOLING” (or similar language) orplacement in an area, shelf, cabinet or other container that is properly marked as “TOOLING”or “SHOP AIDS”(or similar language). T he marking must allow tooling to clearly bedistinguished from raw material or product (whether flight or development).7.5. Tooling used for lifting shall be proof load tested and include an upper load lift limit, as requiredby regulations.7.6. Tooling found to be nonconforming shall be tagged to prevent use until fixed, repaired ordeemed acceptable. Segregation of nonfonconforming tooling from the production area shouldbe performed when possible.7.7. When approved tooling undergoes modification, the identification must be updated to reflect thechange; this is typically done by editing or re-marking the item with the latest revision of theengineering part number.8. SERVICE DELIVERABLES (← delete if not applicable)8.1. Service deliverables, such as reports and schedules, shall be identified with a title and, ifapplicable, reference to the project or contract under which they are developed.8.2. Customer contracts may indicate additional methods for identification of service deliverables.8.3. In all cases, the deliverable will be identified in a way that makes it clearly understood forwhich contract or project the deliverable is subject to.8.4. As required, service deliverables may be subject to date and revision control, to distinguishearlier versions or submittals.9. STAMP CONTROL (← delete this section if QC stamps are not used)9.1. Quality stamps or employee initials are used to indicate product acceptance or for other quality-related notations. Individual authorities for signing off for inspection, testing and operations aredefined on the Stamp & Signature Control Log; this log is maintained to identify the owner of each stamp.9.2. The [who?] shall maintain the Stamp and Signature Control Log.9.3. Stamps are numbered, and taken out of service for six months after an employee leaves thecompany; after the six-month period, the stamp may be reissued to a different employee.9.4. No employee may use any stamp except that which was issued to them.。

ISO9001程序文件中英文(DOC 39页)

5.5Responsibility, authority and communication职责、权限、协商与沟通 .................................................... 19
5.5.1Responsibility, authority职责与权限 ..................... 19
2.3XXXManagement 埃孚组织架构.................................. 8
2.4Quality Environment Occupational Health and Safety Responsibility Distribution Matrix质量环境职业健康与安全管理职能分配表........................... 9
5.5.2Management representative管理者代表............................... 19
5.5.3Communication, participation and consultation信息沟通、参与和协商......... 19
5.6Management review管理评审 ............................ 20
4.Quality, Environment and Safety Management System质量环境安全管理体系 .............................................. 14
4.1General requirementБайду номын сангаас总要求 ......................... 14

ISO9001：2015质量手册英文版(按标准条款)

ISO 9001:2015Quality ManualA quality manual is a document that states the company’s intentions for operating the processes within the quality management system. It can include policies for all areas of the business that affect your ability to make high-quality products and meet your customers’ and ISO’s requirements. These policies define how your department managers will implement procedures within the boundaries specified in the quality manual. The use of Quality Manual are as follows:1.To communicate management’s expectations to employees2.To demonstrate the company’s plan to conform to therequirements of ISO 9001:20153.To demonstrate the fulfilment of Clause 5.3, thatorganizational roles, responsibilities and authorities are assigned, communicated and understood4.To provide a starting point for auditors:1.Internal2.Customer3.ISO Certification BodyTo develop a quality manual, you might consider these steps: 1.List policies to be written (note any ISO requirements thatdo not apply).2.Draft policies based on applicable ISO requirements.3.List operating procedures or refer to them as appropriate.4.Determine the format and structure of the manual andmake the first draft.5.Circulate the draft manual for input from all departmentsand address inadequacies identified.6.Attain a formal approval and release.The contents of your quality manual are completely up to you. But, remember that everything you say you do, you must show evidence that you really do it! So be careful what you include and make sure the policies reflect actual practices. Here are some common topics included in quality manuals.the scope of QMSQuality policyExplanation of the company’s documentation structureOrganizational chartPolicy statements for each applicable ISO requirementReference to operating procedures1) The scope of the Quality Management System. This is in place to identify the limit of the system and is based on the scope agreed with the registrar to be placed on the ISO9001 certificate. This is the explanation of what your company does, be it “Design and Manufacture of the bevel Gear,” “Machining Services for Customers in the oil and service Industry,” or “Providing Fast Food for People in Kuwait city.” The second part of the scope requirement is to identify any exclusions from the standard. In many cases, the Quality Manual will identify none, but the most common exclusion is the requirement of the ISO 9001 standard for “Design & Development” for companies such as a machining shop, which works exclusively from customer drawings and does not design any products itself.2) The documented procedures established for the Quality Management System (or references): ‘Documentation’ means anything written down or captured in some form such as written procedures, policies, checklists, forms, or graphics, drawings, flowcharts, diagrams, IT systems. This is called ‘documentedinformation’ in the current version (2015) of ISO 9001. Confusingly, they have also decided to use the same term for what was formerly called ‘records’ – those things that showed what had been done, such as registers, logs, competed for forms, reports, meeting minutes and so on. ‘Documented information’ in 9001 terms means both the ‘written stuff’ that describe your quality system and say how it should operate (eg, flowcharts, procedures, policies, checklists) and the ‘written stuff’ that shows what was done. A system must be documented to achieve ISO 9001 certification because having certain documented information is required by the Standard. All the documents t needs to control how things are done, whether procedures, flowcharts, checklists, forms, IT systems or any other media or format that work in your business. But note that no mandatory procedures are prescribed. Nor a quality manual. What can confuse people is that actually, you can choose what your documents look like, what format and structure you use, and what to put in them. Provided you meet these requirements. You can use one or many formats, from checklists and flowcharts to intranets, wikis or workflow embedded into IT systems. You can use any media, hardcopy or soft, including intranet, online, internet or wiki. One often used way to do that was with a thingcalled a ‘quality manual’. And you can still do that if you choose. And it can be in hard copy (paper) or softcopy: online documents like web pages, help files or IT systems. And you can write your document in various ways, from easy and user-friendly to bureaucratic, verbose and very hard to follow. And such a manual may be the only document you have for your system, or it may be one of a number of documents. Or something in between.3) A description of the interaction of processes. This is most simply done with a flowchart that identifies all the processes in the organization with arrows showing how they connect. While an in-depth flowchart may help you to better understand the interactions between processes in your organization, a simple top-level flowchart is all that is needed for most people to understand the basics. Example of Quality Manual1.0 Company ProfileInclude your company profile1.1 The mission of the FirmOur mission is to enhance mobility through innovation, leadership and public service. Innovation by providing unparalleled value combined with flexibility and risk-taking ability, leadership by delivering exceptional performance in every domain and corporate responsibility through service to society.1.2 The vision of the FirmTo strive relentlessly with an aim to achieve excellence in all businesses that we venture into, with the objective of becoming an organization that all its employees and associates are proud of.2.0 Organization ScopeDesign, Development of Land, Construction Sales of Residential and Commercial Complexes2.1 Exclusions:NIL2.1 Quality PolicyXXX is committed to delivering quality construction work with promised amenities, in time possession, which meets and exceeds the needs & expectation of our customers. We promise our valued customer’s commitment to excellence in each activity by each employee in the organization by adopting innovative and best in class engineering and management practices with continual improvement in business and quality management system as a part of our efforts for enhancement in customer satisfaction while assuring 100% quality and quantity.2.2 Key ObjectivesTimely completion of projectsIncrease Customer satisfactionReduce Customer Complaint3.0 Glossary & Abbreviations4.0 Context of Organization4.1 Understanding the organization and its context: Shah Promoters and Developers determine external and internal issues that are relevant to its purpose and its strategic direction and that affect its ability to achieve the intended result(s) of its quality management system through PEST and SWOT. The external and internal issues identified throughPEST and SWOT are continuously being monitored and reviewed by CEO.PESTSWOT4.2- Understanding the needs and expectations of interested partiesxxx has determined the interested parties who are relevant to the xxx Quality management system and the requirement of the interested parties in order to prevent the potential effect on the organization’s ability to consistently provide products and services which meet the customer and applicable statutory and regulatory requirements.4.3 Determining the scope of the quality management systemThe organization had determined the scope of the Quality management system by considering external and internal issues, the requirement of relevant interested parties and Product & Service of the organization.The scope of Quality Management System isDesign, Development of Land, Construction Sales of Residential and Commercial ComplexesExclusions:NIL4.4 Quality management system and its processes4.4.1: xxx has determined the processes needed for the quality management system and their application throughout the organization in Process map & Interactions of processes.xxx has determined the inputs required and the outputs expected from each process in individual process map addressed in the documented information of each process.xxx has determined the sequence and interaction of the processes in Process map & Interactions of processes.xxx has determined and applied the criteria and methods (including monitoring, measurements and related performance indicators) needed to ensure the effective operation and control of these processes in the documented information of each process.xxx has determined the resources needed for these processes and ensure their availability in the documented information of Support process.xxx has assigned the responsibilities and authorities for each processxxx has addressed the risks and opportunitiesxxx has been evaluating these processes and implementing any changes needed to ensure that these processes achieve their intended results and improve the processes and the quality management systemImprove the processes and the quality management system4.4.2- xxx is also maintaining documented information to support the operation of its processes and retaining documented information to have confidence that the processes are being carried out as planned.5.0 Leadership5.1 Leadership and commitmentXxx Management has demonstrated leadership and commitment with respect to the quality management system through1.Taking accountability for the effectiveness of the qualitymanagement system by periodical review of qualitymanagement system through management review meeting, Quality objectives review and providing necessary resources.2.Management has established the quality policy andquality objectives for the quality management system and is compatible with the context and strategic direction of the organization.3.Management has determined the organizationalprocesses and integrated with the quality management system requirement through process map & Interaction this can be demonstrated.4.The established procedure for promoting the use of theprocess approach and risk-based thinking.5.Ensuring that the resources needed for the qualitymanagement system are available, this is being periodically reviewed through management review meeting.municating the importance of effective qualitymanagement and of conforming to the quality management system requirements7.Ensuring that the quality management system achievesits intended results8.Engaging, directing and supporting persons to contributeto the effectiveness of the quality management system by providing training, conducting awareness programs and 9.Promoting improvement by introducing the suggestionscheme, Kaizens and conducting meetings.10.Supporting other relevant management roles todemonstrate their leadership as it applies to their areas of responsibility.5.1.2 Customer focusXxx management has demonstrated leadership and commitment with respect to customer focus by ensuring that: 1.Customer and applicable statutory and regulatoryrequirements are determined, understood and consistently met.2.The risks and opportunities that can affect conformity ofproducts and services and the ability to enhance customer satisfaction are determined and addressedc) The focus on enhancing customer satisfaction is maintained and procedure for customer satisfaction is addressed5.2 QUALITY POLICYXXX is committed to delivering quality construction work with promised amenities, in time possession, which meets and exceeds the needs & expectation of our customers. We promise our valued customer’s commitment to excellence in each activity by each employee in the organization by adopting innovative and best in class engineering and management practices with continual improvement in business and quality management system as a part of our efforts for enhancement in customer satisfaction while assuring 100% quality and quantity. We are also committed to serving society as a whole by generating through clean development mechanism (CDM) project.5.2.1 Establishing the quality policyXxx management has established, implemented and maintained a quality policy that:1.is appropriate to the purpose and context of theorganization and supports its strategic direction.2.Provides a framework for setting quality objectives3.Includes a commitment to satisfy applicable requirements4.Includes a commitment to continual improvement of thequality management system5.2.2 Communicating the quality policyThe quality policy is1. Available and be maintained as documented informationmunicated, understood and applied within theorganization through display, Training and periodical review.3.Available to relevant interested parties, as appropriate. 5.3 Organizational roles, responsibilities and authoritiesXxx management has ensured that the responsibilities and authorities for relevant roles are assigned communicated and understood within the organization. While assigning roles, responsibility and authority, top management has considered and ensured that1.The quality management system conforms to therequirements of this International Standard2.The processes are delivering their intended outputs3.Reporting on the performance of the quality managementsystem and on opportunities for improvement, in particular, to top management4.The promotion of customer focus throughout theorganization5.The integrity of the quality management system ismaintained when changes to the quality management system are planned and implemented.Roles, responsibility and authorities assigned are available in process & as per Organization chart wiseDirectorsResponsibilityOverall Responsibility for formulating and communicating Quality Policy & Quality objectives.Formulation of Strategy for continuous up gradation of Business and Quality System.Ensure periodic assessment of the performance of Quality System.Approval of Quality System Manual.Budget Approval for the organization.Overall Responsibility for Business Development & all financial issues.Provision of resources as required.Strategic decisions on developments and technical setups. To provide the leadership for efficient implementations of the system.Authorities:Approval of customers orders, P.O. and Cheque.Sanctioning leaves of all Staff.Approval of funds for Training needs.All the authorities of downline personnel.Chairing Management review meetings.Project PlanningResponsibilities:Overall coordination between client, project managers and office department.Follow up for Schedules.The entire responsibility of Quality.Monitoring Client Satisfaction.Coordination with the consultants.Disciplinary actions against the staff.Prime responsibility for the safety at the siteProvision of a suitable working environmentEnsure the quality system is established, implemented and maintained.Authorities:Appointment of the staff, engineers and tech staff.Sanctioning the Leaves to Staff.All the authorities of downline personnel.Project ManagersResponsibilities:Responsibilities for the entire Project work, i.e. Quality, Quantity and Time.Coordination with consultants and contractors.Coordination with Consultants for drawings.Coordination with the Site engineers.Coordination with the client for the ongoing changes in drawings and projects.Monitoring site engineers work on a daily basis.Reporting to the GM Projects on the above issuesResponsibilities for safety at the site. (Good working environment).Authorities:Make or force a required decision at all levels to achieve project objectives.Initiate actions on the Contractors and consultants for Quality, Quantity and Timeframe issues related to project work.To stop and initiate corrective actions on non–confirming products/services.Site SupervisorResponsibilities:Coordinating with all staff for the Quality related issues of Construction.Daily Labour Handling for Civil Work.Monitoring of Work progress and daily reporting.Preparation of work progress report / Quality Documentation.Control of non – conformities on siteSafety at site / Construction work.Coordination with the Site Contractor for the daily work requirements.Coordination with external agencies for calibration of instruments and material testing.Authorities:Initiate actions on the staff for non-fulfillments of the documentation related qualityTo stop and initiate corrective actions on non–conforming products.Site engineerResponsibilities:Monitoring of site and labour contractors.Monitoring of work progress and daily reportingPreparation of work progress report.Control of non – conformities on site.Ensuring instruments are properly used and are with the status of calibration.Track Project progress & produce regular weekly status reports.Coordinate with all labour contractors to achieve continuous progress at the site as per schedule.Follow up with the Project manager for pending decisions/drawings/building specifications.Communicate management decisions and information to Site subordinate staff.Ensuring the worker’s safety at site and usage of safety equipment.Implementation and follow up and regular monitoring of implemented ISO 9001 system at the site.Coordination with the Quality Person for Quality related issues.Coordinating Material Accountability at siteAuthorities:Initiating the corrective and preventive actions as needed on contractors and consultants.Decision making on during any emergencies at the site.In-charge Marketing:Managing & motivating the sales force towards the achievement of target.Preparation of Sales plan.Annual sales forecast.Monthly sales forecast.Implementation of sales plan.Authorities:Approval of documents as per the Master list of Quality System Document.Authorized to decide corrective & preventive action.Authorized to obtain concessional acceptance for non – conforming product from the customer.InCharge – ADMIN + ACCOUNTResponsibilities:Responsible for tendering activity.Customer order review.Handling and coordinating customersIdentification of resources, as applicable.Document & Data control system pertaining to his department.Maintain all documents related to the quality system.Coordinator for Management reviews.Promoting awareness of customer requirements throughout the Organization.Compliance & effectiveness of the training system.Suitable working environment (cleanliness, ventilation, lighting, safety etc.).Record maintaining for Sales Register, Rent Register, Sale Files, Stationery and Office equipment.Archiving and record keeping of old files.Payroll Monthly: Salary –To release monthly salary of the employees as per policy finalized.Leave – To keep the record of leave as per policy finalized.Annual Allowance – To release annual allowances as per policy finalized.Employee Record – To update employee details as per organization Policy and QMS.To prepare an appointment letter, confirmation letter, experience letter & all employee-related matter as per policy finalized with the help of the Managing Director.Authorities:Approval of customer orders.Approval of documents as per the master list of Quality System Document.Authorized to decide corrective & preventive action.In charge Purchase:Responsibilities:Overall in charge of purchase activities.Identification of resources, as applicable.Purchasing system – Evaluation, selection, purchasing, monitoring.Document & Data control system pertaining to his department.Corrective / Preventive action system (subcontractor non-conformances, in particular.)Control of recordsAuthorities:Authorized to review & approve purchasing documents.Authorized to select & discontinue sub-contractor6.0 Planning6.1 Actions to address risks and opportunities6.1.1Xxx is addressed the issues, requirements the risks and opportunities1.give assurance that the quality management system canachieve its intended result(s)2.Enhance desirable effects3.Prevent, or reduce undesired effects4.achieve improvement6.1.21.actions to address these risks and opportunities2.How to1.integrate and implement the actions into its qualitymanagement system processes2.Evaluate the effectiveness of these actions6.2.2 Quality objectives and planning to achieve them 6.2.1Xxx establish quality objectives at relevant functions, levels and processes needed for the quality management system.The quality objectives shall1.Be consistent with the quality policy2.Be measurable3.Take into account applicable requirements4.Be relevant to the conformity of products and services andto the enhancement of customer satisfaction5.Be monitored6.Be Communicated7.Be updated as appropriate6.2.2 Xxx achieve its quality objectives,1.What will be done?2.What resources will be required?3.Who will be responsible?4.When it will be completed5.How the results will be evaluatedOur Quality Objectives are as below:Timely completion of projectsEnergy Generation Per YearIncrease Customer satisfactionReduce Customer Complaint6.3 Planning of changesXxx determines the need for changes to the quality management system, the changes are carried out in a planned manner1.the purpose of the changes and their potentialconsequences2.the integrity of the quality management system3.the availability of resources4.the allocation or reallocation of responsibilities andauthoritiesXxx has determined the processes needed for the quality management system and their application throughout the organization in Process map & Interactions of processes7 Support7.1 Resources7.1.1 GeneralXxx is determined and provide the resources needed for the establishment, implementation, maintenance and continual improvement of the quality management system. Xxx is consider1.the capabilities of, and constraints on, existing internalresources2.what needs to be obtained from external providersHR determine and provide the resources needed to implement and maintain the quality management system and continually improve its effectiveness and to enhance customer satisfaction by meeting customer requirement. The resources will be in the form ofHuman resources including qualified personnel for verification activities.Manufacturing machines, Test Equipment’s &infrastructure.Provide raw material & other inputs for the realization of the product.Providing funds.The Required resources are identified in the event of new Process Development / Business plan review, Mfg Process Flow, also based on the Organization performance review in MRM and monthly business reviews.7.1.2 PeopleXxx determine and provide the persons necessary for the effective implementation of its quality management system and for the operation and control of its processes. HR along with respective process IN CHARGE ensures that personnel performing work affecting product quality is competent and training to give on the basic operation and control of its processes.7.1.3 InfrastructureXxx is determined, provide and maintain the infrastructure necessary for the operation of its processes and to achieve conformity of products and services. Infrastructure can include1.buildings and associated utilities2.equipment, including hardware and software3.transportation resourcesrmation and communication technologyAt Xxx management determine, provide and maintain the infrastructure needed to achieve conformity to product requirements & in identifying the required resources the PARTNER play a key role based on their day to day interactions with respective IN CHARGE’s and employees 7.1.4 Environment for the operation of processesXxx is determined, provide and maintain the environment necessary for the operation of its processes and to achieve conformity of products and services. A suitable environment can be a combination of human and physical factors1.Social (e.g. non-discriminatory, calm,non-confrontational)2.Psychological (e.g. stress-reducing, burnout prevention,emotionally protective)3.Physical (e.g. temperature, heat, humidity, light, airflow,hygiene, noise).Project in coordination with respective IN CHARGE determines and manages the work environment needed to achieve conformity to product requirement and reviewed ongoing basis.7.1.5 Monitoring and measuring resources7.1.5.1 GeneralXxx is determined and provide the resources needed to ensure valid and reliable results when monitoring or measuring is used to verify the conformity of products and services to requirements. The organization shall ensure that the resources provided1.are suitable for the specific type of monitoring andmeasurement activities being undertaken2.are maintained to ensure their continuing fitness for theirpurposeXxx is retained appropriate documented information as evidence of fitness for purpose of the monitoring and measurement resources7.1.5.2 Measurement traceabilityXxx is measurement traceability is maintained requirement if applicable for the instruments or is considered by them to be an essential part of providing confidence in the validity of measurement results,1.calibrated or verified, or both, at specified intervals, orprior to use, against measurement standards traceable to international or national measurement standards; when no such standards exist, the basis used for calibration or verification shall be retained as documented information2.identified in order to determine their status3.safeguarded from adjustments, damage or deteriorationthat would invalidate the calibration status and subsequent measurement resultsXxx is determined the validity of previous measurement results has been adversely affected when measuring equipment is found to be unfit for its intended purpose, and shall take appropriate action as necessary.Control of Monitoring & Measuring Equipments. Measurement & Monitoring system is well equipped and the system has complete control over the monitoring andMeasuring Equipment. The measurement methods used are evaluated to ensure that they are appropriate and reliable. To ensure that the measuring equipment operates effectively and give reliable results, we have taken the following steps:Equipments are maintained properly and are calibrated & adjusted as and when needed. Necessary safeguards are in place to take care of adjustments that could lead to invalid results.Calibrations are carried out as per national standards (by NABL accredited laboratories only). Where no such standard exists, the basis used for calibration or verification is recorded. The calibration records include the last date of calibration, calibrating agency (for the external agency), calibration result, and frequency of calibration as per the process and/or instrument requirement and the next calibration date. The required accuracy is identified and compared to the measurement that meets expectations. Identification of appropriate equipment is accomplished by tagging, labelling, numbering or by including it in a calibration/maintenance database.。

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ISO 9001:2000 QUALITY MANUALWOLSTENHOLME INTERNATIONAL LIMITEDCONTENTS1.0 Scope of the Quality Management System at Wolstenholme International Limited1.1 Statement of Quality Policy2.0 Quality Management System Documented Procedures2.1 Document Control2.2 Control of Quality Records2.3 Internal Quality Audits2.4 Control of Nonconforming Product2.5 Corrective Action2.6 Preventative Action3.0 Quality Management System Processes and Interrelations3.1 Organisation Charts3.2 Responsibilities3.3 Interrelation of Processes3.4 Processes1.0 Scope of the Quality Management System at Wolstenholme International LimitedWolstenholme International Limited is a Company with a long-standing successful history of supplying metal powders, pastes, pellets, varnish, offset ink, flexography ink and other related products for use in a large range of applications, on a worldwide basis. The scope of the Quality Management System encompasses all activities on the Darwen Site.The Metallic Powders Operation at Darwen is responsible for the manufacture and supply of metal powders and pigments mainly in aluminium, copper and brass (bronze) based alloys, for use in printing, inks, plastics and other industrial and engineering applications.The Ink Operation at Darwen is responsible for the manufacture of a wide range and type of printing ink, 'one-pack' gold ink, varnish and related printing products.All production processes at Darwen are validated before leaving the site and as such sub-clause 7.5.2 is excluded.The overall operation at Darwen is controlled by the Ink & Print business unit and the Industrial business unit.Technical Service and Research and Development are vital to the future development of the Company, together with understanding and developing new products and applications for our customers.The manufacturing, technical and administration functions of the Company are based in Darwen, Lancashire, England and employ some 210 staff at that location.Through the application of Quality Management Systems and Company wide training programmes, Wolstenholme International Ltd. is committed to ensuring continuous improvements to both its processes and product technology.WOLSTENHOLME INTERNATIONAL LTD.QUALITY POLICYWolstenholme International Limited is committed to the provision of customer satisfaction. Quality in everything we do is the central ingredient in the above commitment. Our commitment goes beyond maintaining a quality system which fully complies with the requirements of BS-EN-ISO 9001. We are committed to achieving, maintaining and improving overall organisational performance and capabilities by the application of the principles outlined in BS-EN-ISO 9004:2000We will maintain and continuously improve our quality management system by the setting of measurable quality objectives throughout the organisation and vigorous internal audits. We will review our performance at regular management reviews. Additional inputs to these reviews will also include customer feedback, process performance and product conformance. The prime output of the review will be to ensure continuing customer satisfaction and improvement of products.As part of this commitment we will identify and meet the training needs of our employees, so ensuring that the needs of our customers are met. This Policy will be made available throughout our organisation to ensure that the commitment to our customers is clear and widely understood.Chris RavenscroftManaging Director2.0 Quality Management System Documented Procedures2.1. Document ControlAll quality system documentation will be made available via supervision in the Triangle ISO Achiever Plus databases. All documents relating to the quality system will be controlled. Changes to quality system documentation may be proposed by any member of the Company. Such proposed changes will be reviewed by the Management Representative who will liaise with other quality system documentation users as necessary. Dead Triangle ISO Achiever Plus documents will be archived within the databases.REF: Control of Quality/ Environmental Documents- WIQSP.1Control of Quality RecordsAll quality records will be maintained and controlled. The records will be legible and stored in such a manner as to protect them from damage, loss and deterioration. Quality records will also be stored and clearly located in such a manner as to facilitate easy retrieval of information.REF: Control of Quality/ Environmental Records - WIQSP.2Record ControlWIQSP.22.3 Internal Quality AuditsInternal audits will be carried out in accordance with Company procedures and will be conducted for any of the following reasons:-(i) On a scheduled basis.(ii) As a result of a customer complaint (part or full audit)(iii) As a result of the need for new procedures to accommodate new business situations.(iv) Un-scheduled Audits as requested by the Operations Director or Management Representative.(v) Follow-up audits (part or full audits) will take place in order to establish the effectiveness of relevant audit related Corrective Action Requests previously raised.The management of internal audits will be the responsibility of the Management Representative, who will also be responsible for ensuring that any necessary corrective actions are satisfactorily implemented and closed out in the relevant department by the declared deadline date.Internal audits will be carried out as laid down in the internal audit schedule by trained personnel having no direct involvement with the department, section or function being internally audited. If for any reason an audit cannot be completed as scheduled, the Management Representative will re-schedule as required.REF: Internal Audits - WIQSP.3WIQSP.32.4 Control of Non-Conforming ProductsAll non-conforming products will be clearly identified with the relevant identification label, or held in clearly identified areas and removed from normal production or storage areas to await a disposal decision.Where products are thought to be marginally suspect, and re-inspection or re-testing required, they will be clearly identified as such and only released for use subject to passing the re-testing stage and a suitable end use identified.Where products are found to be outside specification, they may be re-worked in accordance with relevant procedures, or concession sought from the customer. Corrective and Peventitive actions will be implemented where necessary to determine the root cause of the non-conformance.Non-conforming products detected at the goods inward stage will be rejected, and the question of disposal discussed with the supplier. The supplier will be advised of the rejection by the Purchasing Department.REF:Control of Non-Conforming Products - WIQSP.4a, 4b and 4cControl of Aluminium Non-conforming ProductControl of Bronze Non Conforming2.5 Corrective ActionCorrective action will be raised as a result of non-conformances identified during internal audits, when suppliers provide defective materials or services, when customers have cause to complain or following in-progress/ final inspection. Corrective action requests may also be raised in an effort to improve current working practises. Corrective actions and customer complaints will be reviewed at Management Review Meetings.When non-conforming products or services are identified, the root cause of the problem will be investigated, corrective action taken and preventative measures initiated to preclude a recurrence.REF: Corrective Action - WIQSP.52.6 Preventative ActionCorrective action is taken as a result of Product or process nonconformity. It is hence a reactive measure and does not necessarily prevent further non conformance. Preventive action aims to identify product or process conformity before such an event happens and. is thus a proactive measure. The requirement for preventive action is established by the analysis and review of measurement data within the Company. All such data within the Company will be subject to evaluation as to the requirement for preventative actions to be taken in order that potential processes or product non conformities are identified.REF: Preventative Action - WIQSP.63.0 Quality Management Systems Processes and InterrelationsO perat i ons A dm i ni st rat or S t evenD uxburye-S yst em s & C om m uni cat i on C o-ordi nat or Loui se Law r enceN et w ork and P CA dm i ni st rat oB i l l A t t enboroughrI .T. O perat i ons &H el p D eskI .T. Techni calA nal yst D ebbi e Lee I .T. P rogram m er/Trai ner Jul i e Thor nbor oughD evel opm entC om m erci alD i rect orA ndr ew R i nkTechni cal D i rect orP i gm ent s G eof f O r m er odTechni cal D i rect or I nksR on M cD onal dS ecret aryD eni se M i l l er P rocessD evel opm ent M anager A ndr ew Thom pson N ewTechnol ogy M anager M ar gar et H ender son I ndust ri al Techni calS ervi ces M anager Joanne M i t chel l I nf orm at i on O f f i cer C ar ol S i m psonP rocess D evel opm ent E ngi neer P aul B r ookes Technci ans M i ke O 'H ar e A nt hony S t ubbensR & D Laborat ory S upervi sor N i gel U nsw or t h A nal yt i cal C hem i st S t uar t M or i sonR & D C hem i st P roj ect Leader R ober t C oppage Techni ci ansA ndr ewB ut t er w or t h S hei l a G askel l A ngel a M ason N i gel E cker sl eyI nk and P ri ntTechni cal S ervi ceS t uar t G i l lLi qui d I nksTechni cal M anager S t even C l ar kI nk R & DM anager V acancyTechni cal S ervi cesTechni ci ans M ar t i n C unni nghamY ogi M ar ol i a P et er E dge N i gel E cker sl eyTechni ci anA yyubB hat i aU.V. & M et asheenD evel opm ent C hem i st R yan M al col m sonTechni cal S ervi ces Techni ci an R obi n M cD onal dFi nanci al D i rect orC al vi n Lor dS ecret aryS andr a G r ayFi nanci al A ccount antB r en H ut chi nsonG roup Fi nanci al C ont rol l erR oy B aker G roup I .T. M anagerG eor ge M aki nT E C H N I C A L D E P A R T M E N TO /S I nkD evel opm ent D evel opm ent C hem i st R ussel l M or r i s I nk Q .C.Q .C. S upervi sor S ahm a D ad Q .C. Techni ci an P et er G r eenw ood D ougl as W r i ghtS ol vent B asedLi qui d I nks Techni cal M anager B r yan H ancockTechni ci ans M i ke E l l i cot t A ndr ea Fi nn1.2.2 ResponsibitiesManaging DirectorThe Managing Director is responsible to the Wolstenholme International Ltd Board of Directors and has overall responsibility for all Company operations such as sales, quality, design and development of the products/ services supplied to the customer.Operations DirectorThe Operations Director is responsible to the Managing Director for all production and engineering operations. The Operations Director also reports to the Board of Management on the operation of the ISO 9001 Quality System.SARA (Management Representative)The SARA Manager is responsible to the Operations Director for the upkeep and maintenance of the quality system to the requirements of BS-EN-ISO 9001 :2000 The SARA Manager (MR) represents the Company on all quality assurance matters, pertinent to the quality system as established by the contract requirements, regulatory requirements and quality policies and procedures.The SARA Manager (MR) has the primary responsibility to structure the quality system which will involve all sections and also to ensure compliance with all quality system requirements.Specifically, the Management Representative is involved in areas such as:-- Drafting the policy on quality assurance of the Company along with the Operations Director.- Setting the quality management objectives of the Company.- Reporting on the performance of the Quality System at Management Review Meetings.- Determining and reporting the principle causes of quality system non-conformances.- Monitoring the quality system to determine where improvements are needed and monitoring the necessary corrective action.- Maintain contact with the external Registration Body on matters relating to the operation of the Quality System.SARA Manager is responsible to the Operations Director for the upkeep and maintenance of all the ISO Systems and the Company Health and Safety Policy. The SARA Manager is also responsible for driving the E,H&S policies within the Company.Technical DirectorsThe Technical Directors for pigments and inks are responsible to the Managing Director .. and ink and print Director respectively for ensuring that processes and equipment are designed and developed such that product of the highest attainable quality is produced consistently and efficiently.Human Resources and Administration ManagerThe Human Resources and Administration Manager reports to the Managing Director and is responsible for managing all aspects of the personnel function, which includes the facilitating, co-ordinating, recording personnel issues and training, within Wolstenholme International Ltd.Ink Manufacturing ManagerThe Ink Manufacturing Manager is responsible to the Operations Director for the control of stocks, manpower and the process necessary to produce products to the correct specification within a given time.Sales DirectorsThe Sales Directors are responsible to the Managing Director for ensuring that customers' requirements for the sale of printing/ industrial powders, pastes, pellets, inks, varnishes and related Company products are taken, reviewed and dealt with efficiently.UK Financial Controller and Purchasing Manager.The UK Financial Controller & Purchasing Manager is responsible to the Financial Director for the effective control and reporting of manufacturing costs incurred by the manufacturing facility at the Darwen site.There is also a responsibility to the Financial Director for the effective and economic procurement of raw materials and consumables used in the business of the Company.Research and Development ManagersResearch and Development Managers are responsible to Technical Directors for managing Research and Development projects, maintaining customer contact during the project development stages and the general running of research laboratories.Bronze Manufacturing Manager / Offset Ink R&D ManagerThe Bronze Manufacturing Manager and Offset Ink R&D Manager (ink operations) are responsible to the Technical Directors for the agreement of specifications with the customer, and ensuring that there is a facility to continuously monitor and inspect the product to ensure that all such requirements are met.Customer Services ManagerThe Customer Services Manager is responsible to the Operations Director for the operation of Customer Services together with a team of administrators.Production SupervisionProduction is supervised in order to ensure that operations are carried out in line with process control work instructions and that customer requirements are met by way of our compliance with sales specifications.3.3 Interelation of ProcessesWolstenholme International Processes andInterrelation3.4 ProcessesTraining and Development。