General · Web viewThis manual describes the company’s quality management system (QMS) developed...

Quality ManualRevision 01

Issued 30/11/18

Conforms to ISO 9001:2015

(c) Springfort Precision Engineering; 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.

Springfort Precision EngineeringQuality Manual

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TABLE OF CONTENTS

0.0 General....................................................................................................................................40.1 Welcome to Springfort Precision Engineering.....................................................................40.2 About The Springfort Precision Engineering Quality Manual...............................................40.3 Approvals.............................................................................................................................50.4 Company Profile...................................................................................................................7

1.0 Control and Distribution...........................................................................................................82.0 Terms and Definitions..............................................................................................................83.0 Context of the Organization...................................................................................................10

3.1 Understanding the Organization and Its Context...............................................................103.2 Understanding the Needs and Expectations of Interested Parties....................................10

4.0 Vision, Mission, Values & Quality Policy...............................................................................114.1 Vision.................................................................................................................................114.2 Mission...............................................................................................................................114.3 Values................................................................................................................................114.4 Quality Policy (SEE QF035-1)...........................................................................................12

5.0 Scope and non-applicable clauses........................................................................................135.1 Determining the Scope of the Quality Management System.............................................135.1 Non-applicable clauses......................................................................................................13

6.0 QMS Documentation Structure..............................................................................................147.0 Processes..............................................................................................................................15

7.1 Leadership, planning and direction processes...................................................................157.2 Resource processes..........................................................................................................157.3 Operational processes.......................................................................................................157.4 Performance evaluation processes....................................................................................167.5 Supporting processes........................................................................................................16

8.0 Key processes and process measures..................................................................................179.0 Sequence and interaction of processes................................................................................1810.0 Competency...........................................................................................................................1911.0 Customer satisfaction............................................................................................................1912.0 Analysis of Data.....................................................................................................................2013.0 Internal Audit..........................................................................................................................2014.0 Management Review.............................................................................................................21

14.1 Review Input......................................................................................................................2114.2 Review Output....................................................................................................................21

15.0 Improvement..........................................................................................................................22Appendix A.......................................................................................................................................23Appendix B.......................................................................................................................................30Appendix C.......................................................................................................................................31

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0.0 General0.1 Welcome to Springfort Precision EngineeringAt Springfort Precision Engineering we specialise in the production and manufacture of components for the Aerospace, Automotive, Medical and Pharmaceutical industries. As a Family run business we provide a personal high quality service which strives not only to meet the needs of our customers but to understand them. We deliver Quality and Precision every time.

0.2 About The Springfort Precision Engineering Quality ManualThis manual describes the company’s quality management system (QMS) developed to meet the requirements of ISO 9001:2015, including justification for any clauses that are considered as not applicable to the QMS. It outlines the sequence and interaction of the company’s processes and makes reference to supporting processes in the form of process maps, within the QMS.

Supporting process maps are listed in Section 7 of this manual.

The QMS outlines accountability and responsibility for the implementation and maintenance of agreed standards and hence improves customer satisfaction, improves the effectiveness and efficiency of management, improves awareness by all employees of their part in controlling each stage of the company processes, increases job satisfaction, and provides the motivation to continually improve performance.

The QMS has been developed taking into account the Needs and Expectations of interested parties and the strategic direction of the company using a PDCA (Plan, Do, Check and Act) cycle with an overall focus on risk based thinking, aimed at taking advantage of opportunities and preventing undesirable results in relation to quality.

Our Auditing Process shall identify risks and opportunities for improvement and provide objective, verifiable and documented evidence as to the effectiveness of the QMS and its ongoing implementation and review.

Effective Internal Auditing together with Management review and action on audit findings, customer complaints, risks and opportunities for improvement, is therefore essential to ensure that the system is subjected to continual improvement and to harness the commitment and resourcefulness of all employees to this ideal.

The Managing Director has overall responsibility for quality and customer satisfaction and the Quality Representative has the responsibility for maintaining the ISO 9001:2015 quality management system and ensuring its integrity.

Roles, responsibilities and authorities have been defined and communicated; these are shown in an Organisation Chart (enclosed at Appendix A) and a role, responsibility and authority matrix (enclosed at Appendix B).Responsibilities for each step in a process or procedure are referenced from process maps and procedures.

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Responsibilities and authorities are also communicated using the following methods:

• Management Review meetings• Quality Awareness sessions• Team briefing meetings• E mails.

Audits carried out as part of our QMS shall verify that personnel are clear on their roles and responsibilities for quality and that they are correctly depicted in charts, matrices, process maps and work instructions.

The Managing Director has overall responsibility for quality and customer satisfaction and the Quality Representative has the responsibility for maintaining the ISO 9001:2015 quality management system and ensuring its integrity.

0.3 Approvals

This manual has been reviewed and approved by the following personnel and their signatures below confirm review and approval:

Signed: _______________________John SpenceManaging Director

Signed: _______________________Graeme McCoyManaging Director

Signed: _______________________Graeme McCoyQuality Representative

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0.4 Company Profile

Founded in 2018, Springfort Precision Engineering set out to be an exceptional precision Engineering Company to supply into the Aerospace, Automotive, Medical and Pharmaceutical industries. The company is based in Portadown, Co Armagh and is a member of the ADS group NI.

At Springfort Precision we know that Excellent customer relations is key. Our main objective is to provide a high quality, quick turnaround service to anyone we deal with to ensure they will want to do business with us time and time again. We will be known for Quality, Precision, good value and reliability.

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1.0 Control and DistributionControl of this manual is in accordance with Documentation Control Process QCP1 and the Quality Representative shall maintain a history of all amendments on a change register. The latest date and issue shall appear on the front cover and page revision numbers are identified at the bottom of each page.

The context and updating of this manual is the responsibility of the Quality Representative and Top level Management. A hard copy of the Quality Manual is held in the General Office for reference by all employees.

The Quality Representative may issue uncontrolled copies to customers, if requested and these shall be identified as uncontrolled copies, before release.

Should a case arise where a customer requires a controlled copy, updates will be issued when a change is made and a request of receipt and updating requested from the external holder.

2.0 Terms and DefinitionsSpringfort Precision Engineering adopts the following terms and definitions within its Quality Management System. Where no definition is provided, the company typically adopts the definitions provided in ISO 9000: Quality Management – Fundamentals and Vocabulary and ISO 9001:2015. In some cases, specific procedures or documentation may provide a different definition to be used in the context of that document; in such cases, the definition will supersede those provided for in this Quality Manual or the referenced definition sources.

General TerminologySFPE – Springfort Precision EngineeringDocument – written information used to describe how an activity is done.Record – captured evidence of an activity having been done.Critical Items – Those items (e.g., functions, parts, software, characteristics,

processes) having significant effect on the provision and use of the products and services’ including safety, performance, form fit, function, producibility, service life, etc.; that require specific actions to ensure they are adequately managed.

Procedure – Specified way to carry out an activity or a process.Process – Set of interrelated or interacting activities, which transforms inputs into outputs.

Note: Inputs to a process are generally outputs of other processes.

Product Safety – The state in which a product is able to perform to its designed or intended purpose without causing unacceptable risk of harm to persons or damage to property

Special Process – A process where conformity of the resulting product cannot be readily or economically verified.

Special Requirements – Those requirements identified by the customer, or determined by the organization, which have high risks of not being met, thus requiring their inclusion in the operational risk management

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process. Factors used in the determination of special requirements include product or process complexity, past experience, and product or process maturity. Examples of special requirements include performance requirements imposed by the customer that at the limit of industry’s capability, or requirements determine by the organization to be at the limit of its technical or process capabilities.

System – Set of interrelated or interacting elements.Traceability – Ability to trace the history, application or location of that which is under

consideration.Note: When considering product, traceability can be related to:-a. The origin of materials and partsb. The processing historyc. The distribution and location of the product after delivery under consideration

Validation - Confirmation, through the provision of objective evidence, that the requirements for a specific intended use or application have been fulfilled.

Note: The term “validated” is used to designate the corresponding status.Verification - Confirmation, through the provision of objective evidence, that specified

requirements have been fulfilled.Note: The term “verified” is used to designate the corresponding status.

Risk-Based Thinking TerminologyRisk – Negative effect of uncertaintyOpportunity – Positive effect of uncertaintyUncertainty - A deficiency of information related to understanding or knowledge of an

event, its consequence, or likelihood. (Not to be confused with measurement uncertainty.)

Nonconforming Product TerminologyNonconformity – Non-fulfilment of a requirement.Rework – Efforts to bring nonconforming product into conformance through additional

operations that do not alter the original design of the product.Repair – Efforts to bring nonconforming product into conformance through additional

operations that alter the original design of the product; this may be through the addition of material no specified in the original design, or through altering pre-existing design features.

Scrap – The discard of nonconforming product in lieu of rework or repair. Counterfeit parts – A product produced or altered to imitate or resemble a product

without authority or right to do so, with the intent to mislead or defraud by passing the imitation as original or genuine.

Suspect Unapproved Part – A product that might not have been or is suspected of not having been produced in accordance with applicable laws and regulations.

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3.0 Context of the Organization3.1 Understanding the Organization and Its ContextThe QMS has been designed taking into account the context of the organisation, external and internal issues that are relevant to the company’s purpose and strategic direction in relation to Quality.

In order to determine the context of the organisation and identify external and internal issues and/or constraints, the Managing Director and Management Team have considered issues arising from legal, technological, competitive, cultural, social, economic and natural environment, whether international, national and regional or local. These were then taken into consideration when carrying out a SWOT analysis to determine the company Strengths/ Weaknesses/Opportunities and Threats.

The resultant output has been used to plan the QMS and align the QMS to the company’s scope of operations.

Internal Issues have been identified in relation to Values, Culture, Knowledge and Performance.

Both external and internal issues that affect the company’s ability to achieve the intended outcomes of its QMS have been identified and any risks and opportunities recorded on the company risk matrix for action as applicable.

Using this information, a Strategic plan was drawn up showing the future direction for the company and strategic objectives required to deliver the plan.

3.2 Understanding the Needs and Expectations of Interested PartiesThe Managing Director and Management Team have completed a Stakeholder Analysis to identify and define relevant interested parties who have influence on the effectiveness and efficiency of the QMS, as well as their requisite requirements.

Interested parties in relation to quality, environment and health and safety are listed on a matrix which includes the interested party, their requirements, if a compliance obligation and how the company meets requirement/s within their QMS.

The Company shall regularly review and update the matrix to understand and anticipate needs or expectations affecting customer requirements and customer satisfaction.

The knowledge gained through the Stakeholder Analysis process has been considered when designing the company's QMS and in formulating its Strategic plan.

Needs and Expectations are included in a Needs and Expectations Matrix enclosed at appendix A.

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4.0 Vision, Mission, Values & Quality Policy

4.1 VisionTo be a leading Precision Engineering company known for High quality, quick turnaround, excellent value and continually exceeding our customers increasing expectations.

4.2 MissionTo Provide an excellent, high quality service to the local market place. We aim to exceed current expectations of the way an engineering company can operate, by investing in state-of-the-art machine technology, lean working practices and solid business sense. This will make us a first-class engineering solution. As the business grows, we will be known for quality, precision, good value and reliability.

4.3 Valuesa) Qualityb) Customer Focus Drivenc) Integrityd) Passione) Commitmentf) Desire

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4.4 Quality Policy (SEE QF035-1)In order to achieve our vision, mission and values Springfort Precision Engineering’s Top-Level Management are committed to:

Abide by all regulatory requirements and encourage efficient use of materials, conservation of energy and correct disposal of materials to support the environment.

Meeting all statutory requirements and in particular implementing and maintaining a Quality Management System to meet the requirements of the Quality Management System standard ISO 9001:2015.

Establishing customer requirements clearly before commencing work. Establishing good liaison links with our customers and measure customer satisfaction. Work as a skilled team. Continually train and develop our employees to provide for a versatile, competent

workforce. Demonstrate excellence in our operations. Establish Key process measures and monitor performance against set KPIs. Manufacture and inspect our products in accordance with relevant requirements. Strive to do things right first time. Strive to deliver our products to our customers on time and in full (OTIF). Monitor external rejections and put measures in place to prevent recurrence. Maintain our building, machines and equipment in good working condition. Encourage our employees to work safely and avoid injury to third parties. Operate 5S housekeeping throughout the factory. Continually improve on the effectiveness of our quality management system through setting

of Improvement objectives. Encourage suggestions for improvement from our employees. Communicate on the effectiveness of our quality management system to our employees.

We shall ensure that this policy is communicated and understood at all levels within our organisation and that the resulting Quality Management System including this Policy and supporting Quality Objectives will be regularly reviewed to ensure its continuing suitability and effectiveness.

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5.0 Scope and non-applicable clauses5.1 Determining the Scope of the Quality Management SystemBased on an analysis of the above issues of concern, interests of stakeholders, and in consideration of its products and services, Springfort Precision Engineering has determined the scope of the management system as follows:

The manufacture of precision machined components.

The quality system applies to all processes, activities and employees within the company. The facility is located at:

UNIT 6, Carn Business ParkCarn Road,Portadown,Craigavon,BT635WG

Phone: +44(0)77 2472 6659 (Graeme) +44(0)77 6427 7332 (John)

Web: www.springfortengineering.com

5.1 Non-applicable clauses

a) 8.3 Design and development of products and servicesi. They do not carryout design services for interested parties.

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6.0 QMS Documentation StructureThe Quality Management documentation is structured in four levels:

Level 1 - Quality Manual.Level 2 - Quality ProceduresLevel 3 - Work InstructionsLevel 4 - Forms

Quality Manual: The manual provides an overview of the QMS and how it meets the requirements of ISO 9001:2015. It details the scope of the QMS and any clauses excluded. The manual lists the processes included within the QMS and references any supporting documented procedures. It provides company personnel, auditors and customers with confidence that an effective and documented quality system exists for ensuring the company’s products conform to relevant requirements.

Quality Procedures: These are presented in the form of Process Maps and provide details of how quality activities are carried out within the company. They also detail responsibilities for each process step and make reference to related documents such as relevant standards, operating procedures and forms, as applicable.

Work Instructions: These provide detail of processing operations to shop floor operators and can be in the form of job cards, drawings and process control sheets.

Forms: These provide a record that activities required within the QMS, product specification and contract/order, have been completed. They are also used to provide traceability to equipment, materials and operatives involved.

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7.0 Processes7.1 Leadership, planning and direction processes

Business planning process – Context of the organisation/Needs and Expectations of interested parties/Strategic plan.

SWOT analysisNeeds and Expectations matrixStrategic plan.

Establishing policies Quality Policy Establishing objectives Quality ObjectivesCommunication process Communication MatrixCustomer focus process Management ReviewsManagement review Management review

templateRisk Management QCP14

7.2 Resource processes

Establishing resource requirements ADHOCMaintenance of equipment. QCP8 - MonthlyRecruitment process ADHOCTraining process. QCP9

7.3 Operational processes

Enquiry/ Order Receipt/Review QCP7Supplier Selection, performance monitoring and evaluation QCP10Purchasing and Goods Inwards process QCP10 & QCP13Sourcing and Control of outsourced process QCP10Goods inward inspection process QCP13Production Planning process QCP8Identification and Traceability process QCP8Control of Production process changes QCP8Production change and Approval process QCP8Production process including part marking, packing and dispatch process

QCP8 & QCP11

Preservation of product process QCP11Non Conforming and Corrective action process QCP4 & 5First Article Inspection process AS9102 (ext.)

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7.4 Performance evaluation processes

Internal quality audit process QCP3Monitoring and Measuring process ADHOC &

Management Review Process

Non conformance and corrective action process QCP4 & QCP5

7.5 Supporting processes

Document control process QCP1Record Control Process QCP2Calibration process QCP6Maintenance process QCP8 - MonthlyControl of inspection stamps Training and

authorisation MatrixPrevention of counterfeit parts QCP8 & QCP13

The sequence and interaction of these processes is shown on a sequence and interaction map shown at page 16 and Key Processes are highlighted.

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8.0 Key processes and process measuresKey processes are identified as:

Key Process 1: Sales – including enquiry, quote, order/ contract review, New Product Introduction, customer drawings/specifications, changes to requirements, product safety, counterfeit goods, risks, customer property, purchasing, outsourcing, goods inwards, production planning, production of job documents sheets, and scheduling work.

Key Process 2: Purchasing – Supplier Appraisal, purchasing, goods inwards, supplier performance monitoring, outsourced process control, and Supplier corrective actions.

Key Process 3: Production process – Production scheduling, Configuration Management, Job Card, First-off inspection and test, Calibration, jig control, fixture control, tooling control, First Article inspection (as required), FOD, identification and traceability, CNC programming, Assembly, CAD, first off inspection, Sample inspection, non conforming/corrective action, part handling.

Key Process 4: Dispatch – labelling, Preservation of product, and dispatch.

The sequence and interaction of these processes is shown on Page 16 of this manual.

Measures are established for key processes where considered beneficial to business improvement and customer satisfaction. Measures established shall link, where possible to the company’s quality policy and goals. Quality Objectives in the form of measurable and time-bound improvements are established and recorded on an Objective Monitoring and Measuring form. Progress in meeting objectives is reviewed at management meetings and where objectives are not being achieved measures shall be put in place to progress, where practicable.

Key Process Measures within QMS are recorded on a Process Matrix which lists the process measure (KPI), how measured, who is responsible, frequency of measuring, frequency of analysis and evaluation and record kept.

The sequence and interaction of processes within the QMS is shown below.

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9.0 Sequence and interaction of processes

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10.0 CompetencyCompetency of personnel is based on qualifications, approvals, skills and /or experience and is assessed by the Managing Director by appraisal of work carried out, analysis of customer complaints and returned product. Competency levels are shown in a Competence/Versatility chart held by the Quality Representative which is also used to ensure cover for operations and to identify training needs.

11.0 Customer satisfactionSuitable points of measure are defined by the management team and shall be evaluated to determine levels of customer satisfaction with our product quality and delivery.

Methodologies used to identify areas for improvement will include some or all of the following:

• Customer and end user surveys• Customer scorecards• Internal audits• Market needs • Performance Monitoring • Management conducting customer visits• Suggestions from workforce

In addition, customer satisfaction levels shall be determined by:

• Direct feedback• Level of customer complaints • KPI’s• Repeat business

Information gained will be used as a basis for setting improvement objectives. Our performance in this area shall also be assessed during management review meetings.

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12.0 Analysis of DataAnalysis of data within the Quality Management System shall be carried out to ensure the continuing effectiveness of the QMS to meet our declared aims and objectives and to identify improvement opportunities.

Data Analysis establishes performance in relation to key areas such as:

• Levels of customer satisfaction• Non-Conformances• Scrap costs• Rework costs• Performance of key company processes • Levels of corrective action • Supply chain performance • Subcontractor performance

Information obtained from data analysis is used at management review meetings to establish the need for corrective action and to promote improvement opportunities

13.0 Internal AuditThe company has established and maintains an effective internal audit process, to assess the ongoing suitability and effectiveness of our Quality Management System.

Selection of auditors and conduct of audits ensure objectivity and the impartiality of the audit processes.

Audits of the quality management system are carried out to obtain objective evidence that we consistently conform to planned arrangements in the following areas:

• Meeting the requirements of ISO 9001:2015• The QMS has been effectively implemented and maintained• Agreed processes are being followed • Improvement opportunities are being identified and acted upon

An audit programme is planned taking into account the status and importance of the activities and areas to be audited, together with the results from previous audits. The scope, frequency and methodology shall be decided during audit planning. Suitably trained personnel, independent of the area being audited shall carry out audits.

Audits will consist of an audit of conformance to clause requirement of ISO 9001:2015 and Process Effectiveness audits of Key processes.

Results of all audits are documented and subject to management review. Timely corrective action is taken on any deficiencies detected and preventive action instigation to prevent recurrence.

An audit follow up process is used to verify that all planned action has been satisfactorily completed.

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14.0 Management ReviewThe Management Team shall review the continuing suitability, adequacy and effectiveness of the Quality Management System periodically. They shall arrange for the complete Quality Management System to be reviewed on an annual basis.

14.1 Review Input

The management review shall include consideration of: a) The status of actions from previous management reviews; b) Changes in external and internal issues that are relevant to the quality management

system; c) Information on the performance of the quality management system, including trends and

indicators for the following: Customer satisfaction, nonconformities and corrective actions Monitoring and measurement results; including the extent to which objectives

have been met Audit results Customer feedback, complaints; and communication(s) from external interested

parties, Suppliers, subcontractors and external provider issues Process performance and installation conformity Opportunities for continual improvement. Risks Resource needs

14.2 Review Output

Outputs of the management review shall include;

Conclusions on the continuing suitability, adequacy and effectiveness of the quality management system;

decisions related to continual improvement opportunities for the QMS; Any need for changes to the quality management system, including the policies and

objectives consistent with the strategic direction of the company. Risks identified from review and actions agreed to eliminate or reduce risks to an

acceptable level.

Records of all collated information and the annual review of the complete system are kept in the minutes of the QMS Review Meeting. All records are stored in such a manner as to minimise damage and to prevent loss.

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15.0 ImprovementThe company is committed to the continual improvement of its Quality Management System, and facilitates this process through the use of the quality policy, objectives, audit results, analysis of data, corrective actions and the management review meeting.

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Appendix AInterested Party Requirement Details of Requirement Legislative

Compliance ObligationHow this is met

Quality H&S Env Other Yes No

NIEA To meet all environmental legislation

Waste collected by licensed waste carriers.

Copy of license held along with Waste Transfer notes.

HSENI To meet all Health and Safety legislation

Adhering to all relevant health and safety legislation.

Staff To have safe working environment

Management committed to safe environment, risk assessments and training provided.

Company staff Knowledge of company history, key customers, achievements, vision, strategy, mission, values, quality policy and quality objectives.

Through Team briefings and one-to-one communications with MD and quality notice boards on shop floor.

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Interested Party Requirement Details of Requirement Legislative Compliance Obligation

How this is met


Consultant (External Support)

Full support of client in relation to the QMS and access to all relevant company documents within the QMS

Consultant will work closely with company personnel ensuring they understand the QMS and opportunities for improvement

Certification Body To meet standard requirements and respond to any non-compliances raised during assessments

Corrective action reports completed and furnished to certification body for any non-compliances raised

Suppliers To receive clear details on item required and required delivery date.

Clear description of item required and required by date, request for Copy of Certificate of Conformity (C of C) and request for material datasheet, as applicable.

Supplier To receive clear requirements of supplier quality terms and conditions

Supplier Quality agreement will be forwarded with initial order.

Company To receive confirmation from our suppliers denoting agreement with quality requirements/ agreement.

Note on purchase order to inform supplier that acceptance of order denotes agreement to quality requirements.

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How this is met


Company To receiving conforming product on time and with requested documentation and/or SDS as appropriate.

Deliveries will be checked at Goods Inwards to ensure they are free from damage and correct item and quantity.

Supplier will be notified of any problems using a Supplier Corrective Action Report and corrective action requested.

Company To receive no counterfeit materials

Only deal with bone fide companies. Periodic tests based on risk are carried out on some materials to verify that the product meets the preferred specification.

Customer To receive products of an acceptable quality as requested on order and delivered on time and in full.(Rapid Response Service)

Orders are logged and scheduled to meet required by date. Inspected before release to ensure quality is to required standard.

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How this is met


Company To receiving conforming product on time and with requested documentation and/or COC’s as appropriate.

Deliveries will be checked at Goods Inwards to ensure they are free from damage and correct item and quantity.

Supplier will be notified of any problems using a Supplier Corrective Action Report and corrective action requested.

Company To receive no counterfeit materials

Only deal with bone fide companies. Periodic tests based on risk are carried out on some materials to verify that the product meets the preferred specification.

Customer To receive products of an acceptable quality as requested on order and delivered on time and in full.

Orders are logged and scheduled to meet required by date. Inspected before release to ensure quality is to required standard.

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How this is met


Customer To receive all requested documentation such as C of C, Material certificate of analysis and Safety Data Sheets etc.

C of C,s / Material analysis cert and Safety Data Sheets etc. will be requested from our supplier and forwarded to customer; if required.

Customer Response to any complaints raised.

Corrective action form (QF004) raised internally and root cause identified, and customer notified of action taken in relation to complaint

IT Provider To receive clear description on system specification and any changes required

Clear instructions provided to Wilson Computers on any changes required to software.

Company To receive a first class back up service from Wilson Computers and prompt response on identified changes to system and any issues arising.

Feedback to company on any areas where improvement is required.

Service to date very satisfactory.

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How this is met


Company To receive copies of relevant specifications and drawings.

Copies emailed to us at quoting stage, or requested before job is started. Job documentation supplied by customer for product required.

Operators (Manufacturing)

Clear instructions on job and orders.

Job Cards will convey requirements to operators.

All company staff To have training provided Staff training provided as identified in Training Needs Matrix and training records retained.

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How this is met


All employees Understanding of QMS Information leaflet, Power point presentation, and applicable process flow maps displayed in each department Made aware of policies and objectives by display on quality boards, and effectiveness of QMS through certification body assessment results, internal audits and management review

INI Clear understanding of required projects

Proposals of Grant Claim projects drawn up and submitted for consideration.

Company Receive grant funding for future projects

Letter of offer received from INI with details of funding.

The needs and expectations of interested parties are monitored by a combination of process measures, non-conformances raised, customer complaints received, internal audits and are reviewed at management review meeting.

Action are put in place where a need or expectation falls below acceptable level by raising a Non Conformance/Corrective Action Form.

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Appendix BOrganisation Chart

** Please see QF033

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Appendix CRole/Responsibility and Authority Matrix

** Please see QF033

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