QUALITY MANUAL - MaGC · Quality Manual ISO 9001:2008 Approved By Date Revision Number Page Number...

Management and Governance Consulting Private Limited

QUALITY MANUAL ISO 9001:2008

Management and Governance Consulting Private Limited

QUALITY MANUAL

MaGC Proprietary Information

The information contained in this Quality Manual and the Quality Procedures is MaGC proprietary

information and is disclosed in confidence. It is the property of MaGC and shall not be used,

disclosed to others or reproduced without the express written consent of MaGC.

Amendment Record and Control Sheet

Revision

No.

Ref. Manual Section Date of

Amendment

Summary of changes Approved by

0 Quality

Manual and

Quality

Procedures

All N/a Initial release Dr. R. S.

Murali, MD

Approved By: Dr. R. S. Murali

Date of Issue (latest revision): 23rd October 2014

Distribution List

Printed copies of the Quality Manual and the Quality Procedures are available at Chennai office and

Bengaluru office of MaGC. Soft copies are available on the company intranet mymagc.in.

Contents

1. INTRODUCTION ............................................................................................................................... 7

1.1 About MaGC ............................................................................................................................ 7

1.2 MaGC Mission Statement ....................................................................................................... 8

1.3 Values of MaGC ....................................................................................................................... 8

1.4 MaGC Consulting Model ......................................................................................................... 9

1.5 MaGC Organization Profile ................................................................................................... 10

1.6 About the Quality Manual .................................................................................................... 11

1.7 Scope and Applicability of the Quality Manual ..................................................................... 12

1.8 Important Terms Used in this Manual .................................................................................. 13

2. MaGC QUALITY POLICY AND QUALITY OBJECTIVES ...................................................................... 14

2.1 Quality Policy ........................................................................................................................ 14

2.2 Quality Objectives ................................................................................................................. 14

3. MaGC QUALITY MANAGEMENT SYSTEM ...................................................................................... 15

3.1 QMS Principles ...................................................................................................................... 15

3.2 QMS Implementation............................................................................................................ 15

3.3 Management Responsibility and Staff Ownership of the MaGC QMS ................................. 16

3.4 QMS Client Orientation ......................................................................................................... 18

3.5 Empowerment of Project Frontline Staff .............................................................................. 18

3.6 Focus on the Whole rather than on Parts ............................................................................. 18

3.7 QMS and Resources Management ....................................................................................... 19

3.8 Focus on Informal Channels as Against Extensive Documentation ...................................... 21

3.9 Control Over Documents ...................................................................................................... 21

3.10 Control Over Client Property ................................................................................................ 22

4. QMS MONITORING, REVIEW AND IMPROVEMENTS .................................................................... 24

4.1 Management Review ............................................................................................................ 24

4.2 Internal Audit ........................................................................................................................ 25

4.3 Improvement to QMS ........................................................................................................... 25

5. SERVICE DELIVERY ......................................................................................................................... 26

5.1 Sourcing and Client Engagement .......................................................................................... 26

5.2 Project Planning .................................................................................................................... 26

5.3 Project Execution .................................................................................................................. 27

5.4 Project Review, Monitoring and Closure .............................................................................. 27

5.5 Client Satisfaction ................................................................................................................. 28

List of figures

Figure 1: MaGC consulting model ........................................................................................................... 9

Figure 2: Organization structure of MaGC ............................................................................................ 10

Abbreviations

Abbreviation Expansion

ED Executive Director

ISO International Organization for Standardization

IT Information Technology

MaGC Management and Governance Consulting Private Limited

MBA Master of Business Administration

MD Managing Director

MR Management Representative

NGO Non Government Organization

QC Quality Control

QMS Quality Management System

Quality Manual ISO 9001:2008

Approved By Date Revision Number Page Number

Dr. R. S Murali 23rd October 2014 0 Page 6 of 28

Preface

Quality is neither a beginning nor an end it is a path. A journey towards achieving what an

organization has been dreaming. And the journey is a continuing journey.

We at MaGC began this journey a long time ago; we are formalizing the same now by

putting in place a Quality Manual System for Consultancy, Training, and Research &

Publications. This Quality Manual prepared on the lines of ISO 9001:2008 has been prepared

to support the implementation of the Quality Management System.

This Manual has been developed on a participatory basis involving the employees, and has

considered all the important elements in meeting the objective of keeping our clients

“happy”!

Every journey starts with the first single step and does not end there, the journey can

continue only when there are steps after the initial step and hence implementation of this

manual is very important. The Manual has been developed in such a way that

implementation is rendered easy.

ISO 9001:2015 is just ahead of us. Implementation of this manual immediately and

comprehensive adoption of all aspects of the same will pave way for a very easy update and

implementation of the 2015 standard requirements.

I take this opportunity to thank all those who have made this manual possible and who are

going to be with us in this journey.

Dr. R.S Murali

Managing Director




1. INTRODUCTION

1.1 About MaGC

MaGC, short for Management and Governance Consulting Private Limited, a Management

Consulting firm was incorporated as NCR Consultants Limited in 1999. MaGC has been

involved in projects in the fields of study, design and implementation of systems in different

sectors such as Government, Corporate, Education, and NGO. MaGC’s areas of core

competency are Policy Advisory, Process Consulting, People Consulting, Information

Technology, Business Advisory, Implementation Support, Training and Research. MaGC has,

over the years established a name for itself amongst its client base for delivering

professional services of superior quality.

The team members with their vast experience and expertise in diverse fields form the

backbone of MaGC. There is a perfect blend of young aspirants bringing in fresh ideas and

experienced professionals as mentors. The MaGC team has come up with cutting edge

consulting tools which help MaGC add value to the client much beyond the terms of

reference.




1.2 MaGC Mission Statement

“Our Mission is to apply our professional capabilities with a holistic approach for the

happiness of clients, through values and social commitment.”

1.3 Values of MaGC

MaGC constantly aims at establishing, measuring and upholding the four management

values for continuous and enhanced working relationship with the client and towards a

satisfactory and motivated workplace.

a. Professional values enable us in ‘technical’ delivery of appropriate services without

any compromise;

b. Ethical values help us in being straightforward and not compromise on morals for

any material or personal benefits;

c. Human values inculcate professionalism without harming human beings – their

feelings, creativity, and freedom;

d. Spiritual values the highest of all the values elevate each one of us, to such an extent

that there is no difference between the individual and the work.

We at MaGC strive to retain these values in everything we do!




1.4 MaGC Consulting Model

MaGC has a unique model for service delivery. An overview of the MaGC Consultancy Model

is given in figure 1. As can be seen from the figure, the model relies on continuous feedback

and research as the main inputs for delivering high quality, value added solutions to client

problems. The MaGC consulting tools are an output of applying the MaGC Consulting Model

to our assignments.

Client Request

Analytical Framework

Proprietary Tools

Research

Planning

Diagnosis/Solution Alternatives

Report

Implementation Roadmap & Support

ISS

UE

SP

RO

BL

EM

S

Value Addition

Value Addition

Figure 1: MaGC consulting model




1.5 MaGC Organization Profile

MaGC believes that having a flat structure is essential to foster a culture of excellence and

innovation within. It is furtherance of this belief that there are very few levels in the MaGC

hierarchy. Decision making particularly in matters relating to meeting customer

expectations happens at all levels at MaGC.

MaGC is headed by the Managing Director. Below him are three Executive Directors. Each

ED heads a team of consultants, consultant trainees and project executives. External domain

experts are engaged on specific assignments when required to. Consultants are personnel

experienced enough to head projects. The consultant trainees and project executives assist

the Project Managers in execution. An overview of the organization structure of MaGC is

given in Figure 2.

Managing Director

Executive Directors

Consultancy/Training/Publication

Consultants

Consultant Trainees Project Executives

External SpecialistsAccounts and

Administration

Figure 2: Organization structure of MaGC




1.6 About the Quality Manual

This manual explains in detail the Quality Management System (QMS) at MaGC. This manual

is presented in two parts namely Quality Manual and Quality Procedures:

Quality Manual – Gives the overall principles on which the MaGC QMS is built. It

provides the quality policy and quality objectives and explains how the MaGC

business processes are structured towards achievement of the quality objectives. It

also describes the process for monitoring the working of the QMS and making

improvements from time to time.

Quality Procedures – Describes in detail all the processes to be followed at MaGC.

The processes have been laid down such that adhering to these processes in day-to-

day functioning will ensure adherence to the QMS principles outlined in the Quality

Manual. Templates for documents used/generated in each process are given in the

Annex.

The MaGC QMS is designed to conform to the requirements of Indian Quality Standard ISO

9001:2008. The following specific clauses of ISO 9001:2008 are not applicable due to the

inherent nature of MaGC’s business:

a) At MaGC, we provide standardized services related to management consultancy and

training. We provide training on behalf of other agencies as service provider as well

as conduct regular external training on popular topics. Our research activities are

confined to collation, analysis and interpretation of data and no research and

development activities per se are carried out. Hence, Clause 7.3 – Design and

Development is considered for Exclusion.

b) All the processes are validated and do not require any process validation. Hence

Clause 7.5.2 - Validation of processes for production and service provision is

considered for Exclusion.

c) Our services included in the scope do not have any equipments requiring calibration.

Hence Clause 7.6 - Control of monitoring and measuring equipment is considered

for Exclusion.




1.7 Scope and Applicability of the Quality Manual

The Quality Management System outlined in this manual applies to the following verticals at

MaGC:

a. Consultancy

b. Training

c. Research & Publications

The following offices of MaGC come within the purview of this Quality Manual:

i. MaGC Head Office at Chennai, and

ii. MaGC Branch Office at Bengaluru.

This manual is not applicable for Business Process Outsourcing (BPO) type of assignments

though they come under the overall Consultancy vertical. The reason for this exclusion is

that more often than not, such assignments require the MaGC team to follow the processes

defined by the client which may not fully integrate with MaGC processes defined in Quality

Procedures.

Quality Procedures do not cover the processes under Marketing, Administration, HR and

Training (Internal). MaGC being a small organization most of these functions are not full-

fledged departments per se. However, MaGC recognizes the fact that to meet its quality

objectives, it is essential for these support functions also to be brought within the purview

of the QMS. Therefore, the principles outlined in Part I apply equally to these functions also.

Detailed processes on the lines of the processes in Quality Procedures will be developed for

the support functions also in the near future.

MaGC does not, as a matter of policy, outsource end-to-end processes to outsiders.

However, external experts/agencies are engaged as associates when required. In such cases

though, the core processes of project planning, execution and deliverables management is

done in-house. The Project Leader is from the core team of experienced consultants; the

Project Leader role is not outsourced. The entire set of QMS processes continues to be

applicable even in such cases.




1.8 Important Terms Used in this Manual

The meanings of certain terms used in this manual are given below:

Term Meaning

Consultancy All assignments wherein MaGC provides services to external clients

involving application of MaGC competencies and tools to produce

certain agreed outputs

DocuMan The in-house Document Management Software in use at MaGC

Project/Assignment Any assignment relating to the Consultancy, Training or Research &

Publication vertical

Publication All articles, papers, books, handbooks that MaGC or its consultants

publish not covered under any consultancy assignment

Publication

Committee

A committee which oversees the process of getting a publication

ready and finally approves it for publication

QC Team A team comprising of the Project Leader, Executive Director, one

MaGC consultant external to the project and any external expert if

required

QMS Review Team A team constituted by the MaGC Management for periodic review

of the QMS

Research Any research conducted by MaGC either on its own or as part of a consultancy assignment

Submittal Any report, note, computation or other documentation which is

part of project deliverables as per the agreed terms of engagement

Training All training programmes conducted by MaGC for external audiences

either as part of a consultancy assignment or otherwise. Training in

the context of this manual does not include internal training to

MaGC employees/consultants




2. MaGC QUALITY POLICY AND QUALITY OBJECTIVES

2.1 Quality Policy

“We at MaGC continuously innovate to meet and exceed client expectations by providing

high quality, value adding services. We are committed to a regular assessment of the quality

of our service delivery and to continual improvement in whatever we do.”

2.2 Quality Objectives

The MaGC quality policy translates into the following specific quality objectives for each of

the verticals within the scope of the QMS:

Consultancy

I. To produce outputs conforming to client requirements;

II. To produce reports free of errors and omissions;

III. To complete assignments within timelines committed and within budget.

Training

I. To address the training needs of the target group;

II. To produce good quality training material free of errors and omissions;

III. To deliver training programmes deploying well qualified and competent trainers.

Research & Publications

I. To conduct quality research in areas of relevance;

II. To produce publications of good quality;

III. To produce publications free of errors/omissions and plagiarism.




3. MaGC QUALITY MANAGEMENT SYSTEM

3.1 QMS Principles

The MaGC QMS is based on the following key principles:

Ownership of the system across the organization;

Establishing processes which are client oriented and at all times meet the client

needs, stated as well as implied;

Empowering Project Managers in any assignment to take decisions and act on them

in the client’s best interests;

It is the system as a whole and not individual processes which ensure quality to

customer; in other words it is the weakest link in the chain which affects quality;

Resource planning and deployment commensurate with project requirements to

maintain the QMS objectives;

Effective informal channels of communication and internal feedback loops for quality

control rather than extensive documentation;

Leveraging the in-house document management system (DocuMan) to its full extent

thereby enabling MaGC to move towards a paperless environment;

Continual improvement of processes to align with the MaGC quality policy and

quality objectives.

3.2 QMS Implementation

Working on the QMS principles, MaGC has:

Determined the business processes under Consultancy, Training and Research &

Publication verticals and has documented them in the Quality Procedures;

Determined the sequence and interaction of the business processes and the detailed

activities in the process charts and process descriptions in the Quality Procedures;

Determined the document templates, guidelines, checklists required to ensure that

the processes are performed consistently across projects in both the offices in the

Annex to Quality Procedures;

Determined the processes so that the projects are adequately staffed to ensure

desired service delivery;




Determined the necessary reporting procedures in the form of project reviews

(internal and external) to plan and monitor projects and take action when deviations

occur;

Determined the processes for obtaining client feedback during and after completion

of projects, documenting project successes and learnings with a view to continually

improve the processes.

The processes thus determined have been documented herein in Quality Procedures along

with the relevant annexes. Having finalized the manual a series of internal training sessions

have been held to ensure that staff members are familiar with the QMS and the business

processes.

3.3 Management Responsibility and Staff Ownership of the MaGC QMS

The MaGC Management took the strategic decision to implement a QMS conforming to ISO

9001:2008 at its board meeting dated 1st July 2014. Accordingly, this Quality Manual was

prepared and was adopted vide internal circular dated 23rd October 2014. In addition to

bringing out the Quality Manual, the Management demonstrates its commitment to

implement, monitor and continually develop the Quality Management System through the

following measures:

a) The Mission Statement of MaGC talks of working towards client happiness. The

management firmly believes that this has to be achieved within the framework of

the law of the land and by adhering to our core values viz professional, ethical,

human and spiritual values. This message is constantly driven down the organization

by its Managing Director and senior consultants at various forums such as study

circle meetings, the in-house newsletter (Consultants’ Corner) and at various

informal staff gatherings.

b) MaGC has formally adopted the quality policy. The Mission Statement and quality

policy are posted at a prominent place in both the offices of MaGC and are available

on the company website, corporate presentation, the company intranet as well as on

the internal newsletter.




c) The quality objectives have been arrived at through a process of consultation

involving a large group of consultants.

d) The entire process of determining the business processes, documenting them and

drafting the Quality Manual and the subsequent internal audits was handled by an

in-house team led by one of the EDs. This ensured that the initial hurdle of buy-in

was established smoothly.

e) Due to a flat organization structure, the Management team is hands-on and is very

much involved in day to day service delivery. Regular project reviews are held to

ensure that the service delivery is happening in accordance with the quality

objectives. A monthly review meeting of all consultants is attended by one of the

Management team members.

f) A quarterly QMS review process has been established which is detailed in the

Quality Procedures.

g) The Management makes efforts to ensure that business and/or cost considerations

do not drive the team composition or continuity of the team on any project. This

ensures that quality of service delivery is not compromised even in cases of

unfavourable deviations in project scope or timelines.

The Management has appointed Mr. Babu Rajendra Prasad and Mr. Uma Shankar Mohanty,

Consultants as the Management Representatives (MR) for the Quality Management System.

The MR has the authority and responsibility to:

Ensure the processes needed for the functioning of the QMS are established,

implemented and maintained uniformly across Chennai and Bengaluru offices;

Promote awareness on client orientation and of the business processes throughout

MaGC using different channels such as training sessions, study circle meetings,

company intranet, internal newsletter and others;

Periodically report to the Management on the performance of the QMS and any

avenues for improvement;

Maintain control over this manual and communicate changes across MaGC;

Initiate periodic internal audits of the QMS;

Organize regular training sessions on the QMS; and




Coordinate communication with external parties on matters relating to the QMS and

ISO 9001 certification/renewal.

3.4 QMS Client Orientation

The MaGC QMS has established methods to focus on client satisfaction. The key to client

satisfaction is to accurately determine client requirements and monitor the delivery

continuously to see that the requirements are met. It is ensured that client requirements

are determined and are well understood before starting work on a project. This is done by

holding pre-proposal meetings with the client, documenting the scope and getting it

confirmed by the client. (Refer process SO-01, SO-02, SO-03 and SO-04 in the Quality

Procedures). This also helps in putting individuals with the right skill sets on the project

team. It is ensured that client requirements are met by reviewing all submittals before client

submission. There is a process of releasing drafts to client, inviting comments and releasing

the final report subsequently in all projects. (Refer process PE-02 and PE-03 in the Quality

Procedures).

3.5 Empowerment of Project Frontline Staff

The Project Managers being persons with experience are empowered to take decisions and

do what is necessary to achieve client satisfaction. The Management encourages the Project

Leaders to take all major decisions in consultation with the project team. Such actions are

ratified by the ED/MD during subsequent project review meetings. (Refer process PM-01

Internal Project Review).

3.6 Focus on the Whole rather than on Parts

Even for support processes (examples of such processes – replication of printed materials,

travel arrangements, physical delivery of reports/letters/invoices to client, payment follow

up etc.), where the actual process is performed by one of the support functions, the

responsibility for proper execution continues to vest with the Project Manager. This ensures

that poor quality is not passed on to the client due to poor execution of non-core processes.




3.7 QMS and Resources Management

Human Resources

Human resources are an important part of the MaGC service delivery model. All

employees/consultants working on projects are properly trained and possess the

necessary skills and experience. The project team for a particular project is put up after

understanding the client requirements so as to have the right combination of

experienced staff and junior consultants. Wherever necessary, support of qualified

external consultants is taken in order to ensure that the quality objectives as set out in

this manual are achieved.

MaGC has adopted the following practices with regard to its employees/consultants to

ensure quality in service delivery:

All consulting staff members undergo a six month on the job training period

during which they are exposed to different projects.

It is ensured that in each project there are one or more consultants with

minimum of two years’ experience in similar type of projects.

Necessary training through study circle meetings, internal and external training

programmes, etc. are conducted to build the necessary competence among staff

members.

A skill sets gap analysis is carried out annually to identify deficiencies in skill sets.

Client feedback obtained during the project closure process is a major input to

evaluate the effectiveness of the service delivered by the project staff. The

feedback is shared amongst the project staff.

Junior consultants are asked to attend proposal negotiations, client meetings and

report presentations along with senior consultants so that they get an

understanding of the overall project context and their role in it.

Discussion on various aspects of the project such as scope, timelines, deliverables

and special considerations involve the entire project team to ensure that the

team members are exposed to the relevance and importance of the quality

objectives as set out.




Records of the capacity building sessions such as presentations, case studies,

worksheets, articles etc. are put up on the intranet for future reference by the

staff.

MaGC maintains a Professional Development Fund for development of

professional knowledge under which staff members undertaking courses

relevant to their area of work are provided financial support.

MaGC has an internal bi-monthly journal ‘Consultants’ Corner’ wherein staff

members contribute articles on matters of professional and personal interest.

An informal monthly discussion forum ‘MaGChai Pe Charcha’ is held wherein

staff members interact and share their project experiences, achievements,

bottlenecks, best practices and improvement initiatives to make MaGC a better

place to work.

Fun events for the staff such as trips, contests, sports tournaments, team lunches

are a regular feature at MaGC.

Infrastructure and Work Environment

Infrastructure and facilities, such as buildings, workspaces and associated utilities are

appropriate and are properly maintained to achieve conformity to service requirements.

MaGC has two well-equipped offices (one at Chennai and other at Bengaluru). The

offices have the required workspaces, meeting facilities and amenities as required. The

offices have sufficient process equipments such as desktops, laptops, projectors,

printers and the required software to perform their work. Both the offices have good

internet connectivity, power backup and reserve equipments. MaGC has a centralized

document management and internal communication system viz DocuMan. Both the

offices have well stocked libraries containing relevant books, project reports, and other

reading materials. MaGC subscribes to more than 20 different journals and magazines of

professional interest.

MaGC has suitable physical and environmental conditions in the workplace. Both the

offices being centrally located are easily reachable and have sufficient ventilation,

lighting and housekeeping arrangements.




MaGC has taken health insurance policies for all employees. Fire extinguishers have

been installed at both the offices of MaGC.

3.8 Focus on Informal Channels as Against Extensive Documentation

Each project submittal goes through multiple rounds of discussion during its preparation.

These are in addition to the formal QC checks and pre-submittal approvals prescribed in

Quality Procedures. Detailed records of such discussions are not expected to be maintained

since it is not practically feasible to do so. However, the Management gets assurance of such

discussions having occurred through the version and revision comments (on DocuMan) and

through the changes carried out within the document.

Regular internal discussions are held from time to time wherein staff members share their

project experiences, successes and failure points. A member from the Management team

attends these discussions. These forums provide invaluable insights to other project teams.

A complete record of such sessions is maintained on the MaGC intranet (mymagc.in).

3.9 Control Over Documents

MaGC intends to move into paperless office environment to the extent possible.

Maintenance of physical copies of documents is not encouraged unless necessary.

Maintenance of electronic records also facilitates access controls and easy retrieval. Most of

documents created/used are in electronic form. A document management system software

(DocuMan) has been implemented across both offices of MaGC for document management

and control with the following features.

All documents are maintained project wise on DocuMan.

All documents/records on DocuMan are kept on a centralized server secured

adequately.

Document type & sub-type and folder type & sub-type are assigned to each

document for easy identification and searching of documents (Quality Procedures,

Annex 1).




Based on the document type and sub-type each document is assigned a unique

document code automatically by the system. A standard list for Document Type &

Sub-type is maintained. (Quality Procedures, Annex 5)

Work flows are assigned to each document. This ensures that the documents go

through the workflow prior to issue. Following work flows are built in DocuMan:

WIP-Check-Approve-Issue

WIP-Issue

WIP-Approve–Issue

Received

Version control over all documents ensures document change control and also easy

identification of the current version (latest version) of the document.

Revision control ensures that once the document is sent to the client it is not

available for editing. Any change to the document after issue to client has to be

made after creating a new revision.

Documentation guidelines (Quality Procedures, Annex 3) and documentation

checklists are in place to ensure consistency in content and formatting of submittals.

Necessary access controls are in place at a project level and up to each document

level including separate rights to view/edit documents which ensure that only

authorized project team members have access to documents.

A back-up process is in place to ensure that all electronic records are safe in the case

of an eventuality of system crash or other problem.

Physical records if any such as contracts, correspondence are maintained in files and

folders with specific areas of storage within the office both in Chennai and

Bengaluru.

For all important records in physical form, a scanned electronic copy is maintained in

DocuMan.

3.10 Control Over Client Property

Instances of gaining temporary possession and control of client physical property are very

rare given the nature of MaGC’s work. Client property that comes into MaGC’s possession is

generally in the form of documents belonging to the client. For client documents, a detailed




inventory of documents received in hard copy as well as soft copy is maintained. Hard

copies are kept in a separate client file. Soft copies are maintained on DocuMan under the

workflow ‘Received’ with necessary access controls. This ensures that such documents once

uploaded cannot be edited.

For client physical assets received, if any, an email/correspondence is maintained both for

the receipt as well as subsequent return.




4. QMS MONITORING, REVIEW AND IMPROVEMENTS

4.1 Management Review

The Management of MaGC believes that monitoring of QMS and improvements are a

continuous process. The monthly meeting MaGChai Pe Charcha provides a platform wherein

improvements/changes to QMS procedures if any are brought up and discussed. The senior

Management reviews the QMS at the quarterly QMS review meetings. The QMS reviews

involve all consultants. Issues in implementation of QMS are discussed and suggestions for

improvement are taken at these meetings. Minutes of the QMS review meeting are

maintained clearly identifying the action points and timelines. The QMS review process is

discussed in detail in the Quality Procedures.

At the quarterly QMS reviews, the MR makes a presentation on the functioning of the QMS,

its effectiveness and any issues in its working. The presentation includes:

Follow-up actions from earlier QMS reviews.

Analysis of completed projects, the learnings, best practices and so on.

Proposed improvements to the QMS in the form of agenda points for discussion.

Client feedback and complaints.

Results of QMS internal audits.

List of issues/constraints in implementing the QMS

During the QMS review meetings following aspects are discussed and appropriate actions to

be taken are identified:

Any changes in the QMS processes for improving the effectiveness of the QMS along

with responsibilities and timelines to operationalize such changes;

Improvement of service delivery process and procedures; and

Resource needs to maintain and effectively run the QMS.

Responsibility for action points is assigned to team members. Any decisions made during the

meeting, assigned actions, and their timelines are recorded in the minutes of the QMS

review. The minutes of the review are circulated to all staff members for their information

and further action.




4.2 Internal Audit

MaGC has put in a process of internal QMS audit. The associated document templates for

proper conduct of audit have also been prescribed. The QMS internal audit covers all

projects executed in the audit period and coming within the scope of this Quality Manual.

The audit is conducted annually. The internal audit is performed by one of the senior

consultants on rotation basis. The audit looks at the service delivery processes and the

extent to which the processes conform to the Quality Manual and the requirements of the

ISO 9001:2008 Standard. Follow up action of earlier internal/ISO audits and management

reviews are also covered. The internal audit provides the required inputs for improvement.

All audit material such as audit programmes, working papers, audit reports are maintained

on DocuMan and are subject to the same level of control as the project records and

documents. (Refer process QM-02 QMS Internal Audit in the Quality Procedures).

4.3 Improvement to QMS

Continual Improvement

In the course of day-to-day functioning, the project staff may come across better ways of

doing work. Ideas of improvement may also originate from any corner of the organization.

The rigor imposed by this Quality Manual is not meant to stifle such ideas for improvement.

In order to ensure that all such ideas are recorded and included for discussion at the

quarterly QMS reviews, a facility has been provided on the MaGC intranet for staff members

to record their inputs for process improvements. The MR as part of his preparation for the

QMS reviews and compiles all such suggestions for process improvements, and presents it

to the Management at the QMS reviews. These suggestions are discussed, debated and

converted into specific action points for implementation as detailed in Process QM-03 of the

Quality Procedures.

As part of the continuous improvement initiatives, periodic awareness training is conducted.

The requirements of the Quality Manual are the focus of such trainings. The MR conducts

such training and ensures that all staff members undergo the training. New recruits undergo

an orientation session with the MR in order to understand the requirements of the MaGC

QMS.




5. SERVICE DELIVERY

Service delivery at MaGC is considered accomplished when projects are taken up, executed

and completed in conformity to client requirements and as per project plans. The detailed

processes starting from sourcing customers till project closure are documented in the

Quality Procedures and are summarized below.

5.1 Sourcing and Client Engagement

Processes after a potential client is identified have been detailed. These processes cover

scoping out the client requirements, submitting a proposal for MaGC services and ultimately

entering into a valid contract for providing services. These processes are common across the

Consultancy and Training verticals and also apply to Research projects executed as

assignments for clients. These processes are covered in detail in Quality Procedures of this

manual as follows:

Process Code Process Description

Consultancy

SO-01 EOI/Preliminary Meetings

SO-02 Scoping

SO-03 Pre-Proposal Meeting

SO-04 Proposal

EN-01 Negotiation & Acceptance

EN-02 Agreement Execution

5.2 Project Planning

Processes for planning the detailed tasks, responsibilities and timelines for achieving the

final project outputs and allocate the required resources to the project are described in

Quality Procedures as follows:


Consultancy

PP-01 Project Initiation

PP-02 Project Planning

Training





TR-01 Training Programme Initiation

TR-02 Training Planning

Research & Publication

RP-01 Research

RP-02 Preparation of Publication Material

5.3 Project Execution

Processes for executing the project as per client requirements, interim and final submittals

throughout the project and for handling changes in scope during project execution are

described in detail in Quality Procedures as follows:


Consultancy

PE-01 Project Execution

PE-02 Interim Submittal

PE-03 Validation and Final Submission

PE-04 Scope Change Management

Training

TR-03 Preparation for Training

TR-04 Training Enrollment

TR-05 Training Readiness

TR-06 Training Delivery

TR-07 Post Training

Research & Publication

RP-03 Checking and Approval

RP-04 Publication

5.4 Project Review, Monitoring and Closure

Processes for periodic internal and client reviews throughout project execution, for

undertaking necessary quality checks on deliverables and ultimately for closure of the

project on completion are described. A process for handling project exigencies is also




covered. These processes apply to consultancy, training and research assignments. These

processes are covered in Quality Procedures as follows:


PM-01 Internal Project Review

PM-02 Client Review

PM-03 Quality Check

PM-04 Project Billing

PM-05 Project Closure

PM-06 Project Exigency

The processes in Quality Procedures, wherever necessary are identified and detailed

sufficiently to address the specific requirements of government and private sector clients.

5.5 Client Satisfaction

MaGC has established procedures to ensure that client satisfaction is ascertained and

analyzed. This is achieved by:

Obtaining client testimonial of the work done at the end of each assignment. In the

case of certain government assignment where a formal testimonial cannot be

obtained, project leader or the ED obtains an oral feedback from the client

coordinator. Such oral feedback is included in the project learning presentation.

Obtaining trainee feedback at the end of each training.

Informal (not related to project) interactions between the MaGC Senior

Management and clients.

Analyzing the repeat business derived from each client and through client referrals.

Adverse feedback or client complaints, if any, generally arise during project execution. Such

feedback is taken up for discussion during internal project reviews and corrective action is

initiated to redress the client grievance. Given the small number of clients/projects and

short cycle times to address client complaints, no formal record of such complaints is

maintained in the Quality Manual prescribed.

Date post:	12-Sep-2019
Category:	Documents
Upload:	others
View:	1 times
Download:	0 times