annex to accompany the thesis: implementing iso 9001 …€¦ · · 2007-03-12implementing iso...

1

Annex to Accompany the Thesis:

Implementing ISO 9001 and 14001 Quality and Environmental Management Systems for a Small

Business

13. Appendix .............................................................................................................................. 2

13.1 ISO 9001 and ISO 14001. in brief.................................................................................. 2 13.2 Interviews ....................................................................................................................... 4 13.3 Quality Policy Manual ................................................................................................... 9 13.4 Quality Management Operating Procedures ................................................................ 36 13.5 Environmental Policy Manual.................................................................................... 100 13.6 Environmental Management Operating Procedures .................................................. 116 13.7 Operating Procedure Summary and Recommendations for Aros Glas AB ............... 141

2

13. Appendix

13.1 ISO 9001 and ISO 14001. in brief The following briefly is a brief description of ISO 9001 and 14001. Source: http://www.iso.org/iso/en/iso9000-14000/understand/inbrief.html

The ISO 9000 and ISO 14000 families are among ISO's most widely known standards ever. ISO 9000 and ISO 14000 standards are implemented by some 887 770 organizations in 161 countries. ISO 9000 has become an international reference for quality management requirements in business-to-business dealings, and ISO 14000 is well on the way to achieving as much, if not more, in enabling organizations to meet their environmental challenges.

The ISO 9000 family is primarily concerned with "quality management". This means what the organization does to fulfil:

- the customer's quality requirements, and - applicable regulatory requirements, while aiming to - enhance customer satisfaction, and - achieve continual improvement of its performance in pursuit of these objectives.

The ISO 14000 family is primarily concerned with "environmental management". This means what the organization does to:

- minimize harmful effects on the environment caused by its activities, and to - achieve continual improvement of its environmental performance.

The vast majority of ISO standards are highly specific to a particular product, material, or process. However, the standards that have earned the ISO 9000 and ISO 14000 families a worldwide reputation are known as "generic management system standards".

• "Generic" means that the same standards can be applied:

- to any organization, large or small, whatever its product - including whether its "product" is actually a service, - in any sector of activity, and - whether it is a business enterprise, a public administration, or a government department.

"Generic" also signifies that no matter what the organization's scope of activity, if it wants to establish a quality management system or an environmental management system, then such a system has a number of essential features for which the relevant standards of the ISO 9000 or ISO 14000 families provide the requirements.

• "Management system" refers to the organization's structure for managing its processes - or activities - that transform inputs of resources into a product or service

http://www.iso.org/iso/en/iso9000-14000/understand/inbrief.html

3

which meet the organization's objectives, such as satisfying the customer's quality requirements, complying to regulations, or meeting environmental objectives.

4

13.2 Interviews The following is the questionnaire we used during interviews with employees at Aros Glas AB.

QUESTIONNAIRE

I. Roles and Responsibilities

1. What is your role in the company? 2. What are your responsibilities? 3. List the activities you perform each day (regular working day)? 4. Which activities do you share with other employees? 5. Which activities are dependent on other employees? 6. What slows down your work? 7. What might help to perform your work better?

II. Customer Relationship

8. How directly do you work with customers? (do you see the customer? Or do you work

in the workshop only?) 9. What problems come up with customers?

III. Work Satisfaction

10. What do you like most about working at Aros Glas? 11. What do you not like most working at Aros Glas? 12. What is the hardest part in performing your job? 13. What would you like to see changed? 14. What do you think would help improve work performance in general? 15. What is the most fun part of your job?

Below is a sample summary from some of the interviews:

5

Minutes of Meetings between

ISO 9001/14001 Thesis Consultants and

Aros Glas AB team members

Interview: 1 Name: Claes Date: Sep 19, 2006 Entered the company 1979. Role: teach, mentor, former owner of the company Major responsibilities: take care of customer Typical working day: come by 7:00, face the customers Barriers: customers

- you are not on time – it is hard to plan; reason – difficult to plan the next day - emergency customers for ex., Banks - call before the going to customer - call the customer if any change in schedule

Enjoys most: satisfaction of customers, working with customers Good contract: 50 000 SEK- 1mln SEK Main Competitors: Eklund’s Glas, Outo Glas, Göran Glas… Competition based on: time, availability, service level, price list Main contracts had: Västerås Stad; before 100%, now 45% - the rest 55% is done by City Glas. Reason for loosing half of the contract – calculation in price Good contract with: Volvo car wash – installing new windows, maintenance is bigger source of income Hardest part of work: to get guys better efficient, logistics, staff management/inspiration, sometimes alcohol problems. Root Planning: Communication. Employees don’t call customers before going to them – loosing time. Customer: School – 2 week, order, install temporary, then permanent Extra ordering of material: sometimes helpful to ask the customers, so they can store some extra to do work faster to avoid order/delivery time of glasses Remarks: Forgotten things to be done on time as soon as possible View: conflict with fresh management and employees. The employees don’t appreciate the new management, one of the reasons they are young. Suggestions to improve: to see new management more involved on the site, to do common things: sweep the floor, pick up things to organize, help around whenever needed. Recommendation to fresh management: better learn the job to be able to answer customers requests and to help around in the workstation.

6

Interview: 2 Name: Lasse Englin Risto Nyman Date: Sep 20, 2006 Role: Work with balcony windshields, glasses in the villas, houses. Directly work with customers. Visit the site. Call-order, go-measure, offer the service, client decides to do or not to do. Estimate is free. When final order received, order the necessary glasses and materials Payment is done by invoice by administration. Typical working day: start at 7:00, call in advance to the planned customers of the day. They prioritize the work sequence regarding time, address. If any emergencies, put to the first priority. If the customer order has been done ling time ago, they call again to remind time and date of their arrival to do the work. Lunch is flexible between 1-3. Interrupters of work: emergencies, materials, wrong orders, customer time, inconvenience in the balcony, to clear the site, move furniture Might help: 1. customer – prepare working area, they forget to move things, and the guys do it, it consumes time, but no extra charge for that service. 2. internal – take calls. Wrong orders – measurements wrong, lost measurements 3. Delivery 3 to 4 weeks sometimes, depending on the material – extends work,

customer might be not happy Good: Flexible schedule, you manage your responsibility Bad: Disorder in the office, workshop, working space is too small, mess in the organization Recommendation: better organization in Administration Better communication Fix locker rooms (has been almost 1 year since was promised to rearrange) Disrupts work: customer calls 2-3 times, and 2-3 people get to the same customer, while causes time loosing Hardest part: New services, new jobs, new products take extra time, but it is FUN! Want changed: all staff flexibility to perform any work, Help Each Other! To improve work: training – skilled people come to demonstrate new products or work. F.ex., Church Glasses – artistic way of putting together Enjoy most: working with people, meeting new customers. Appreciate: Team Work! Interview: 3 Name: Rickard Ek Date: Sep 22, 2006 Position: Fleck, mostly does repairs – regular windows, balconies, story windows… Mostly outside work. Entered Company: 6 years ago. Activities: mostly flexible. Prioritize work needs to be done, check up that orders are not that old. Call around within the group to see if anybody else can do this job to prioritize the work according to time, address. Some do west side of the city, some east – to be more sufficient to win time. 4 people are employed for this area of work, 2 practikants to use help. Typical working day: start 7:00, check orders, emergency calls in priority (SAS alarm get the emergency calls at night and weekends. If it is real emergency, they contact one of the guys who is on duty.) see if any glass from orders have arrived. 2 people work together usually. More people are included upon need. Pop in question: when deciding who does which order, do you have any problem in dividing:

7

Answer: yes and no. it is not what customer wants. Pop in question: Do you think you have enough cars in the company to perform work on time:

Answer: yes. And 2 gas stations on east and west of the city. It is comfortable to fill in the tank on the way to the customer.

Performance time: some orders take 1 day, some 3-4 weeks, all depending on availability of material. Slowing factors: 1. Master Key – availability. If you have work in west, need to drive to totally opposite site of the city to pick up the keys, and there is a chance that they key is not available at the moment. Very time consuming and interrupting. Suggestion to Improve: 1. maybe call beforehand to the master key holding company and book the keys to make sure it is available when they arrive to pick up. 2. Who takes the order on the phone forgets to take the telephone number.

3. It is difficult to do the job if another person have done the inspection. Always not enough information on what to bring to the site, then need to go back to the company to bring special tools what is needed.

Suggestion for Solution: Check list! To implement a checklist document to have all the details to write down by the inspector to make it easy for the other person. Strongly Recommended! Problems with customer: customer doesn’t know how his work is performed, takes time to explain. Good: summer – everything is easier. Flexible job – plan yourself the job. Bad: Heavy Lifting, rainy days. Recommendations: more Team Work to give support to others to avoid delays. Level up every position, involve more people in the tasks. Car guys are not allowed by management to be involved to other works if needed. But others think they need to be involved to be more helpful, and others need to get to know the car work also, incase of emergency – maybe both of the car guys get sick. About others: some people don’t like to meet customers. To change: attitude to other jobs in the company – repair (is considered to be a low job), this is not fair. Work Area: Small! Hallways, conference room for customers could be converted to work area also to make a bigger space. Request from Management: more Team activities! (Paris, skiing from previous management) Likes: small goofy jokes within employees which makes happy atmosphere. Team activities would help to build friendship, to work better and more efficient. Interview: 4 Name: Göran Einarsson Pär Moberg Date: Sep 22, 2006 Role: Installing doors, windows, construction. Team: usually 3 people. Typical working day: kl 7:00-16:00, order materials, divide work. Work load: 3-4 times big work a year. 2 people on one work usually. 3 people is big construction. Slowing factors: some days small things make them wait. Sometimes they start work earlier when they know .

- telephone. Customers bother calling

8

- getting orders from Claes in the middle of their planned work. Then they have to leave their current job and get to the new order from Claes. This breaks the work movement. It takes time to catch up from the left point of the previous job.

- Forgetting to order things, messy in the projects. Suggestions: Better planning from Administration. Organize work in better way. Knowledge: of which glass takes how long to be delivered when ordered. Type of glasses: many Work: depends on delivery Helpful to work: to get some heavy lifting machines. The glasses are too heavy sometimes. Customers: they work directly with customers. Complaints about customer: they appear with wrong drawings, with wrong measurements, they don’t do specific details needed for work. When it is wrong info, it takes time to do it over again, for ex, to order glasses of the correct size again. To improve: put all the information on the website what is requested from the customer. Good: flexible, physical work, plan your day yourself. Nice workmates, straightforward people. Bad: locker rooms – change to better conditions like promised 10 months ago.

- space – very small, gets messy easily, not many people - clean- after yourself, be responsible to make space clean and organized. - Lack of information from phone orders by administration - Too much promise by administration to customer not considering conditions - Bad estimates - Management ordering

Suggestion to improve: BETTER PLANNING by administration and management - listen to employees, they know better what’s going on, because they have

experience and they are actually involved in work Specific to management’s attn: too little involvement to work

- meetings – need to be more efficient, more information need to be tossed - listening to employees’ requests - make DATA to the computerized system, to make it easy to keep track of

the orders, to make sure they are recorded, and to make sure they are being done on time.

- More activities – relaxing evenings with BEER for example, or some trip Request to orders from Glass making company: ask glass company to put info of work order number, name of the ordering person (whoever needs the glass), and address.

9

13.3 Quality Policy Manual The following is a replica of the Quality Policy Manual Submitted we wrote, then collaborated with the Managing Director and finally submitted to Aros Glas AB.

THE QUALITY POLICY MANUAL OF

AROS GLAS

This is copy number ……..

Issued to ……………………

This is a controlled (OR uncontrolled) copy

Authorised and signed by ………………………….. (Managing Director )

10

Contents 0.1 Introduction to the organisation 0.2 Compatibility with other management Systems 4 Quality management system 4.1 General requirements 4.2 Requirements for Documentation 5 Management responsibility 5.1 Management commitment 5.2 Focusing on customer requirements 5.3 Quality policy 5.4 Planning 5.5 Responsibility, authority and communication 5.6 Management review 6 Resource management 6.1 Provision of resources 6.2 Human resources 6.3 Infrastructure 6.4 Work environment 7 Planning to realise the product and/or service. 7.1 Planning and management of processes directly relating to the

product and/or services 7.2 Customer-related processes 7.3 Design and development 7.4 Purchasing 7.5 Provision for Production and/or the Service required 7.6 Control of monitoring and measuring devices 8 Measurement, analysis and improvement 8.1 General 8.2 Monitoring and measurement 8.3 Control of non-conforming product or service 8.4 Analysis of data 8.5 Improvement

Annexes A Organisation structure B Cross reference Quality Policy Manual to associated Operating Procedures C Interaction between the processes of the Quality Management System

11

0.1 INTRODUCTION TO THE ORGANISATION Aros Glas was found in 1962. Its current Managing Director is Johan Falk who took over the responsibility in 2005. The executive responsible for Quality is the Managing Director who, whilst maintaining executive control review and responsibility, has delegated the day-to-day management and reporting of the Quality System to the Site manager Fredrik Hedin. The company’s products and services which it supplies are glass service jobs, metal work and car window repair. These are provided, using trained and experienced staff. The company operates from a modern unit factory on one site which is in the city of Västerås in the country of Sweden. This is conveniently located on Köpingsvägen 16. Aros Glas’s ISO 9001:2000 scope includes the Quality management system, Management responsibility, Resource management and Product realization, Measurement, analysis and improvement. We have excluded Design and development from the scope of registration and the documented control, because we purchase our pre-designed products from our suppliers. 4 QUALITY MANAGEMENT SYSTEM 4.1 General requirements

Aros Glas have developed, written and formally issued, installed, maintained and, where possible, continue to improve our quality management system based on the requirements of ISO 9001:2000.

Aros Glas have :- a) identified the processes needed for the quality management system

and its application throughout the organisation. b) determined the sequence and interaction of these processes. c) determined the criteria and methods needed to ensure that both the

operation and control of these processes are effective.

12

d) made available the resources and information necessary to support the operation and monitoring of these processes.

e) set up systems to monitor, measure and analyse these processes. f) taken and continue to take any actions necessary to achieve planned

results and to continual improvement of these processes. These processes are managed by Aros Glas in accordance with the requirements of ISO 9001:2000. Aros Glas find it appropriate to purchase from a third party “processes” e.g Design, that affects product or service conformity with requirements, Aros Glas ensures it retains effective control over such processes. Control of such processes that are from a source outside the organisation, will be identified within the quality management system. 4.2 Requirements for Documentation 4.2.1 General Requirements for Documentation The quality management system documentation have been developed, written, issued, installed and maintained, include the following:- a) a quality policy and quality objectives statement, which is formally

issued, signed and dated, b) a quality policy manual, c) operating procedures, d) any additional documents or forms needed by Aros Glas to ensure the

effective planning, operation and control of its processes, e) records required to demonstrate effective control or protect Aros Glas

or, any records required by ISO 9001:2000, are established and maintained.

4.2.2 Quality Policy Manual Aros Glas have established and maintain a quality policy manual that includes a) the scope of the quality management system, including details of and

justification for any exclusions are in Section 0.1,

13

b) reference to the associated operating procedures, see Annex ‘B’, c) a description of the interaction between the processes of the quality

management system, see Annex ‘C’. 4.2.3 Control of documents Documents required by the quality management system are controlled. Documented procedures have been developed and installed to provide the necessary controls to a) check documents to ensure they are correct and also to formally

approve before issue, b) review and update documents where necessary and to re-approve and

re-issue such new or amended documents, c) ensure that changes are recorded and the current revision status of

documents are identified, d) ensure that relevant versions of appropriate documents are readily

available at the points of use, e) ensure that documents remain legible and readily identifiable, f) ensure that appropriate documents of external sources are identified

and their distribution controlled, g) prevent the unintended use of obsolete documents, and to apply

suitable identification to them if they are retained for historical reference or any purpose.

4.2.4 Control of records Records are established and maintained to provide evidence of conformity to requirements and of the effective operation of the quality management system. Controls exist to ensure records remain legible, readily identifiable and retrievable. A documented procedure has been established to define the controls needed for the identification, storage, protection, retrieval, retention time and disposition of records. 5 MANAGEMENT RESPONSIBILITY

14

5.1 Management commitment The overall management structure is shown at Annex ‘A’. Top management provides evidence of its commitment to the development and implementation of the quality management system and continually improving its effectiveness by:-

a) communicating to all of Aros Glas staff, the importance of meeting

customer requirements, whilst also meeting statutory and regulatory requirements,

b) documenting and authorising the quality policy, e) ensuring that quality objectives are established, d) conducting management reviews, e) ensuring the availability of resources. 5.2 Focusing on customer requirements Top management continually ensures that customer requirements are determined and are met with the aim of enhancing customer satisfaction 5.3 Quality policy The following is the formal Quality Policy statement of Aros Glas, it is

reviewed regularly to ensure that it remains appropriate for our products and services. Aros Glas is committed to comply with the requirements of ISO 9001:2000

and continually improve the effectiveness of the quality management system. Aros Glas is committed to seek to continually improve the quality of its

products and

15

services. We will always meet the specified requirements and seek to satisfy or exceed the

customers’ expectations The top management of Aros Glas is fully committed to the documented Quality Management system. It must be clearly understood that this Quality Policy, the Quality Policy Manual and associated Operating Procedures and systems are mandatory on all staff. Aros Glas have introduced systems that will set and review measurable

quality objectives. Top management will provide any resources required and with all our staff

we will try our best to meet and surpass these objectives. A copy of the latest issue of this Quality Policy is displayed in the ……………….. Signed…………………. Date …………………. (Managing Director) (OR suitable representative of Top Management) 5.4 Planning 5.4.1 Quality objectives

16

Top management have introduced a formal Operating Procedure on Continuous Improvement and Quality Objectives. These objectives can be on either, the management systems or, our product and services. The objectives will be specific, measurable and consistent with the quality policy. 5.4.2 Quality management system planning Top management have ensured that a) planning of the quality management system is carried out in order to

meet the general and specific requirements of ISO 9001:2000 including the need for continuous improvement and establishing and meeting quality objectives,

b) the integrity of the quality management system is maintained when

changes to the quality management system are planned and implemented.

5.5 Responsibility, authority and communication 5.5.1 Responsibility and authority Top management have ensured that responsibilities and authorities are defined and communicated within Aros Glas. a) Representative

Aros Glas is a small company. The designated management representative for all Quality Assurance matters is the Managing Director.

b) Responsibilities and authority

The Directors and all managers and supervisors ensure that all the requirements of the Quality Policy Manual and the Operating Procedures have been fully implemented and are maintained. They also ensure all staff understand the requirements of the Operating Procedures affecting their tasks and the requirements of each contract. The Directors, managers and supervisors also ensure that their staff have the necessary procedures, work instructions, training, specifications, drawings, tools and equipment to effectively carry out the work.

17

Each employee of the company is responsible for maintaining the specified standards of work for each contract at all times. As a general policy any supervisor may perform the tasks of those under their supervision, if supervisors can demonstrate adequate qualifications and/or experience.

The following staff’s responsibilities, authority and inter-relationship are defined and documented below. Other staff’s responsibilities are adequately covered by the Operating Procedures. 5.5.2 Management representative Top management have appointed the Managing Director who, irrespective of other responsibilities, has specific responsibilities and delegated authority that includes a) ensuring that processes needed for the quality management system

are established, implemented and maintained, b) reporting to top management on the performance of the quality management system and any

need for improvement, c) ensuring the promotion of awareness of customer requirements

throughout Aros Glas, d) responsibility of liaison with external parties on matters relating to the

quality management system. 5.5.3 Internal communication Top management have developed and issued a formal procedure on Internal and External Communication. 5.6 Management review Top management formally reviews Aros Glas's Quality Management System, at planned intervals, to ensure its continuing suitability, adequacy and effectiveness. This review is formally recorded and includes assessing opportunities for improvement and the need for changes to the quality management system, including the quality policy and quality objectives. This is covered by a designated Operating Procedure. 6 RESOURCE MANAGEMENT

18

6.1 Provision of resources Aros Glas AB have determined, planned and provided the resources needed to implement and maintain the quality management system, to continually improve its effectiveness, and to enhance customer satisfaction by meeting customer requirements and expectations. 6.2 Human resources 6.2.1 General Aros Glas AB have procedures to ensure that personnel performing work affecting product or service quality are competent on the basis of appropriate education, training, skills and experience. 6.2.2 Competence, awareness and training Aros Glas AB have procedures to a) determine the necessary competence for personnel performing work

affecting product or service quality b) provide training or other appropriate actions to satisfy these needs, c) review and evaluate the effectiveness of the actions taken, d) ensure that its personnel are aware of the relevance and importance of

their activities and how they contribute to the achievement of the quality objectives,

e) maintain appropriate records of education, training, skills and

experience . 6.3 Infrastructure Aros Glas AB plans, provides and maintains the infrastructure needed to achieve conformity to product or service requirements. Including, where applicable a) buildings, workspace and associated utilities, b) process equipment (both hardware and software), c) supporting services (such as transport or communication). 6.4 Work environment

19

Aros Glas AB continually reviews and manages the work environment needed to achieve conformity to product or service requirements. 7 Planning to realise the product and the service. 7.1 Planning and management of processes directly relating to the

product and services Aros Glas AB have developed and implemented procedures and provided the necessary resources, for all the processes to ensure successful realisation of the product or services to conform to specified requirements. If appropriate for a particular product or service Aros Glas AB may develop a detailed formally documented and controlled “Plan” going through all the steps required, i.e. from initial conception to final test and delivery. If such a plan is requested from a customer, we will ask them for their preferred format, as they can be presented in many ways, e.g. tabular, flowchart, pictorial, manuscript, etc. 7.2 Customer-related processes 7.2.1 Determination of requirements related to the service a) Aros Glas AB will determine customer requirements, preferably as a

clear specification, including any requirements for delivery and post-delivery activities,

b) Aros Glas AB will also consider requirements not stated by the

customer but thought that may be necessary for specified or intended use, (where the intended use is in fact known),

c) Aros Glas AB will determine statutory and regulatory requirements

related to the product or service, d) Aros Glas AB will determine any additional requirements that may

enhance the product or service. If consideration of b, c, or d , above appears to conflict with “a” (e.g. the customer’s specification) the customer is advised formally, to confirm if they wish to amend their specification. Such advise and any subsequent amendments to specification or order requirements are formally reviewed and recorded.

20

7.2.2 Review of requirements and the contract related to the product or service

Aros Glas AB will review the requirements related to the product or service. This review will be conducted prior to Aros Glas AB's commitment to supply a product or service to the customer (e.g. at submission of tenders, at acceptance of contracts or orders, at acceptance of changes to contracts or orders) and will ensure that a) product or service requirements are adequately defined, b) any differences or inconsistency in contract or order requirements

from those in the tender, offer or from those previously expressed are resolved, and

c) Aros Glas AB has the ability to meet the defined requirements. Records of the results of the contract review and actions arising from the review are maintained. Where the customer provides no documented statement of requirement, the customer requirements will be confirmed and documented internally by Aros Glas AB before acceptance. Where product or service requirements are changed, Aros Glas AB will ensure that relevant documents are amended and also that relevant personnel are made aware of the changed requirements. The customer may order an “off-the-shelf” or catalogue item. In these case, the review will be a check to ensure that, there are no additional, unusual or additional requirements. 7.2.3 Customer communication Aros Glas AB has determined and implement effective arrangements for communicating with customers in relation to a) product or service information, b) enquiries, contracts or order handling, including amendments, and c) customer feedback, including customer complaints 7.4 Purchasing 7.4.1 Purchasing process

21

Aros Glas AB will ensure that purchased items, material or service conforms to specified purchase requirements. The type and extent of control applied to the supplier and the purchased items, material or service will be dependent upon the effect of the purchased items, material or service on subsequent final product provided to the customer. Aros Glas AB have and will evaluate and select suppliers based on their ability to supply products or services in accordance with Aros Glas AB's requirements. Criteria for selection, evaluation and re-evaluation have been established. Records of the results of evaluations and any necessary actions arising from the evaluation are maintained. 7.4.2 Information required for purchasing Purchasing information will clearly and uniquely describe the product or service to be purchased, including if appropriate a) any additional requirements for “approvals” or in-process or final

inspection of service, procedures, processes and equipment prior to delivery,

b) any additional requirements for qualification of personnel, c) any essential or additional quality management system requirements. Aros Glas AB will formally review the specified purchase requirements to ensure the adequacy, prior to their communication to the supplier. 7.4.3 Verification of purchased product or service Aros Glas AB have established and implemented inspection, checks or other activities necessary to ensuring that purchased products service meets specified purchase requirements. Where Aros Glas AB or our customer intends to perform inspection or verification at the suppliers premises, or at source Aros Glas AB will state the intended inspection or verification arrangements and method of service release in the purchasing information. 7.5 Provision for the Service required 7.5.1 Control of service provision

22

Aros Glas AB have and will continue to plan and carry out service provision under controlled conditions. Controlled conditions will include, as applicable a) information available that describes the characteristics of the service

required, b) the availability of work instructions, as necessary, c) provision and use of suitable equipment, d) provision of monitoring and measuring devices and instructions when

to use and the specified tolerances or process control data, e) appropriate monitoring and measurement, f) suitable release, delivery and post-delivery activities. 7.5.2 Validation of special production or service processes Aros Glas AB will validate any processes for production and service provision that are special in the sense that the resulting output cannot be verified easily or inspected by subsequent monitoring or measurement. This includes any processes where deficiencies become apparent only after the product is in use or the service have been delivered. Validation will demonstrate the ability of these processes to achieve the planned results. Aros Glas AB have established arrangements for these processes including, as applicable a) defined criteria for review and approval of the processes, b) approval of capable equipment and qualification of personnel, c) use of specific methods, procedures, instructions or in-process checks

or inspections d) appropriate records will be kept of the development and approval of

the validation processes. Also appropriate records will be kept of the readings or inspection

results arising. e) if appropriate the processes will be subject to revalidation. 7.5.3 Identification and traceability

23

Where appropriate, Aros Glas AB will identify the products or service provided by suitable means throughout product or service realisation. As necessary, Aros Glas AB will identify the status of the product or service with respect to its monitoring and measurement requirements, or if it is awaiting inspection and approval, quarantined, rejected, etc.. Where traceability is a requirement of the contract, Aros Glas AB will capture (or create), control and record the unique identification of the product or service and provide the necessary traceability to raw material, suppliers, process, equipment, personnel, project files, etc.. 7.5.4 Customers’ property Aros Glas AB will exercise care with customers’ property while it is under our control or being used by our staff or sub-contractors. Aros Glas AB will identify, verify, protect and safeguard customers’ property that has been provided for use in the processes or for incorporation into the product or service to be provided. If any customers’ property is lost, damaged or otherwise found to be unsuitable for use, this will be reported to the customer and records maintained . Aros Glas AB staff are made aware that customers’ property can include intellectual property such as designs, drawings, specifications, commercial-in confidence information etc . Where a customer wishes to perform inspection or verification at ...................... plc or a suppliers premises, special arrangements or care may be necessary to prevent one customer viewing a competitors’ order or requirements.

7.5.5 Preservation of product Aros Glas AB will preserve the conformity of product (and constituent parts) during internal processing and delivery to the intended destination. This preservation will include appropriate identification, handling, packaging, storage and protection. 7.6 Control of monitoring and measuring devices, including calibration

24

Aros Glas AB will determine the monitoring and measurement to be undertaken and appropriate devices needed to provide evidence of conformity of the product or service to specified requirements. Aros Glas AB will establish processes to ensure that appropriate monitoring and measurement can be carried out to meet the necessary requirements. To ensure valid results, where appropriate measuring equipment will a) be calibrated or verified at specified intervals, or prior to use, against

measurement standards traceable to international or national measurement standards; where no such standards exist, the basis used for calibration or verification will be recorded;

b) be adjusted or re-adjusted as necessary c) be identified to enable the calibration status to be determined; d) be safeguarded from adjustments that would invalidate the

measurement result; e) be protected from damage and deterioration during handling,

maintenance and storage. In addition, when equipment is found not to conform to requirements Aros Glas AB will assess and record the validity of the previous measuring results taken on that equipment. If appropriate Aros Glas AB will take action on the equipment. Also, if appropriate Aros Glas AB will take action on any previously supplied product or service that has been affected. Records of the results of calibration and verification will be maintained Any computer software used in the monitoring and measurement of appropriate specified requirements will be checked and validated prior to use and if deemed necessary reconfirmed at appropriate intervals. 8 MEASUREMENT, ANALYSIS AND IMPROVEMENT 8.1 General Aros Glas AB will plan and implement the monitoring, measurement, analysis and improvement processes needed to: a) demonstrate conformity of the product or service,

25

b) ensure conformity of the quality management system, and c) continually improve the effectiveness of the quality management

system. This will include determination of applicable methods, including statistical techniques, and the extent of their use. 8.2 Monitoring and measurement 8.2.1 Customer satisfaction Aros Glas AB monitors information relating to customer perception as to whether Aros Glas AB are meeting customer requirements. The methods for obtaining and using this information is described in the operating procedures. 8.2.2 Internal audits Aros Glas AB have implemented documented procedures to carry out internal audits at planned intervals to determine whether the quality management system a) conforms to the planned arrangements b) is to the requirements of ISO9001:2000 c) is to the quality management system requirements established by Aros

Glas, d) is effectively implemented and maintained. An audit programme will be planned each year, taking into consideration the status and importance of the processes and areas to be audited, as well as the results of previous audits. The audit criteria, scope, frequency and methods will be defined. Selection of auditors and conduct of audits will ensure objectivity and impartiality of the audit process. Auditors will not audit their own work. The responsibilities and requirements for planning and conducting audits, and for reporting results and maintaining records is defined in the documented procedure. The management responsible for the area being audited will ensure that actions are taken without undue delay to eliminate any nonconformity

26

found and the causes. Follow-up activities will include the verification of the actions taken with appropriate recording and reporting. 8.2.3 Monitoring and measurement of processes Aros Glas AB apply suitable methods for monitoring and, where applicable, measurement of the quality management system processes. These methods demonstrate the ability of the processes to achieve planned results. When planned results are not achieved, corrective and preventive action is taken, as appropriate, to ensure conformity of the product or service. 8.2.4 Monitoring and measurement of product or service Aros Glas AB will monitor and measure the characteristics of the product or service to verify that requirements have been met. This is carried out at appropriate stages of the product or service realisation process in accordance with the documented procedures and planned arrangements . Evidence of conformity with the acceptance criteria are maintained. Records will indicate the person(s) authorising release of product or service. Only in exceptional circumstances, will product be released and service be delivered before the planned arrangements have been satisfactorily completed. This will always require formal approval, if necessary by the customer. 8.3 Control of non-conforming product or service Aros Glas AB will ensure that product or services that do not conform to requirements are identified and controlled to prevent unintended use or delivery. The controls and related responsibilities and authorities for dealing with non-conforming product or service are controlled by the documented procedures. Aros Glas AB will deal with non-conforming product or service by one or more of the following ways: a) by taking action to eliminate the detected nonconformity and it’s

cause, b) by authorising its re-work to make it conform to specification c) release or acceptance “as it is” or without additional work under

concession by a relevant authority and, where applicable, by customer

27

d) by repair, or additional processes, which will make it usable but not

exactly to specification. This will require release or acceptance under concession by a relevant authority and, where applicable, by the customer

e) by taking action to preclude its original intended use or application e.g.

scrap, re-grade and identify as “seconds”, use as raw material for another process, etc..

Records of the nature of non-conformities and any subsequent actions taken, including concessions approved and rejected are maintained. When non-conforming product or service is corrected, it will be subject to re-verification to demonstrate conformity to the requirements. When non-conforming product or service is detected after delivery or use has started, Aros Glas AB will take action appropriate to the effects, or potential effects, of the nonconformity. 8.4 Analysis of data Aros Glas AB will determine, collect and analyse appropriate data to demonstrate the suitability and effectiveness of the quality management system and to evaluate where continual improvement of the effectiveness of the quality management system can be made. This will include data generated as a result of monitoring and measurement and from other relevant sources. The analysis of data will provide information relating to a) customer satisfaction , b) conformity to product or service requirements , c) characteristics and trends of processes, products or services including

opportunities for improvement and preventive action,

d) Aros Glas AB’s suppliers. 8.5 Improvement 8.5.1 Continual improvement Aros Glas AB will methodically strive to continually improve the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review.

28

8.5.2 Corrective action Aros Glas AB will take action to eliminate the cause of non-conformities in order to prevent recurrence. Corrective actions will be appropriate to the effects of the non-

conformities encountered. A documented procedure has been established to define requirements for a) reviewing non-conformities (including customer complaints), b) determining the causes of non-conformities, c) evaluating the need for action to ensure that non-conformities do not

recur, d) determining and implementing action needed, e) records of the results of action taken, and f) reviewing corrective action taken. 8.5.3 Preventive action Aros Glas AB has documented procedures to try and ensure appropriate actions are taken to eliminate the causes of potential non-conformities in order to prevent their occurrence in the first place.

A documented procedure has been established to define requirements for a) determining potential non-conformities and their causes, b) evaluating the need for action to prevent occurrence of non-

conformities, c) determining and implementing action needed, d) records of results of action taken , e) reviewing preventive action taken.

29

Annex A

Organization Structure

Managing Director

Site Manager

Accountant Calculator

Workers

• Car window Assembler • Heavy aluminum glazier • Light aluminum glazier • Service glazier • Intern

30

ANNEX B

A guide to where the requirements of paragraphs of the Quality Manual

have been addressed in the procedures

Procedures Associated Reference to Para. Q.P.M. Procedure 1

5.1a, 5.2, 6.1,6.3, 6.4, 7.1, 7.2.1, 7.2.2, 7.2.3, 7.4.3, 7.5.4

Procedure 2

7.4, 7.4.3, 7.5.4, 8.2.4

Procedure 3

7.5, 8.2.4

Procedure 4

7.5.3, 7.5.4, 8.3

Procedure 5

7.5.1(c), 7.5.1 (d), 7.6

Procedure 6

6.2.1, 6.2.2

Procedure 7

4.1(f), 5.1(c), 5.3 (c), 5.4.1, 5.6, 7.1(a), 7.2.3(c), 7.4.1, 7.5.2, 8.1(c), 8.2.2, 8.3, 8.4(b), 8.4(c), 8.5.1, 8.5.2, 8.5.3

Procedure 8

4.2.1, 4.2.2, 4.2.3, 7.5.4

Procedure 9

4.2.4, 7.5.2, 7.5.3, 8.2.4

Procedure 10

4.1, 5.1(c), 5.3(c), 7.1(a), 8.1(c), 8.5.1

Procedure 11

5.5.2, 5.5.3, 7.2.1(d), 7.2.3

ANNEX C

Interaction between the processes of the Quality Management System

33

PURCHASING

Request Price from Suppliers

Decide on Supplier

Order Parts

Receive Goods

Contact the Supplier

Store the goods

Payment

Inspection: Correct Parts Received?

PERFORMANCE

Are the Parts in the Warehouse?

NO

YES

NO

YES

Car Order?

NO

YES

36

13.4 Quality Management Operating Procedures The following is a replica of the Operating procedures we wrote and then modified with the Managing Director of Aros Glas AB and finally submitted

Aros Glas AB

ISO 9001 OPERATING PROCEDURE NO 1.

Procedure for review and approval of offers, review and acceptance of contracts and any subsequent amendments

Authorisation and Amendment Record:

Issue No.

Date of Issue

Prepared by:

Authorised by:

37

The procedure for review and approval of offers, review and

acceptance of contracts and any subsequent amendments

1. Purpose and scope

The purpose and scope of this procedure is to ensure that:

(a) Aros Glas AB or a member of its staff, does not make an offer, or accept a contract or

order, to carry out work or perform services that are outside its capability to deliver;

(b) In both cases, before submission of an offer, and also on receipt of a contract, it is

carefully reviewed to ensure:

(a) the CONTRACT is adequately defined;

(b) the REQUIREMENTS are adequately defined and the appropriate version of

any documents, specifications or drawings is held and has also been reviewed;

(c) the specification is complete and there are no additional items we think should

be included, or necessary for successful performance of the product or

service. If we are in any doubt at all, we will always contact the client to

ensure the order will fully satisfy their needs;

(d) there are no unresolved discrepancies or differences between any offer made

by Aros Glas AB and the contract now placed;

(e) that Aros Glas AB has the capability to carry out the work or perform the

service or have ensured that we have approved suppliers or subcontractors for

the components, subassemblies or service items outside Aros Glas AB’s

capability;

(f) that the materials are held in stock or can be sourced in time from approved

suppliers and that this material is one that Aros Glas AB considers safe to

store and use;

38

(g) that Aros Glas AB wishes to carry out the work for the fee offered and under

the agreed terms and conditions;

(h) that the product or service being provided meets all statutory and legal

requirements of the destination country. Also any statutory and legal

requirements for packaging, delivery and custom requirements are met;

(i) that the proposal/contract is reviewed carefully, to check if there are any

material or services being provided by the client, henceforth referred to as

‘free-issue’, that need special arrangements for control;

(j) that suppliers are contacted and an accurate price list is established.

2. Responsibility

The only persons within Aros Glas AB that make an offer or accept a contract above 50,000

kr, are the Managing Director or Site Manager. All upper management can accept a contract

below this figure, but must obtain agreement and a review with at least one other member of

upper management.

3. Implementation

3.1 Making an offer or submission of a tender

To keep track of all invitations, offers and contracts Aros Glas AB maintains an

appropriate folder (can give more detail if you want about the folder, ie. The colour,

where it will be kept, etc )

It is the policy of Aros Glas AB that all offers will be made in writing by formal letter

or by fax. The author of the letter may use a checklist to ensure all points are covered.

Such an offer, letter or fax will be reviewed by at least one other member of upper

management, against the points in paragraph 1(b) and authorised by signing and

dating the letter.

39

When an offer/contract is reviewed by another member of upper management, only

one will sign the letter.

3.2 Accepting a Contract

No work will commence or material be ordered until a contract has been formally

reviewed and authorised by signing and dating the contract. These are done personally

by any member of upper management and double checked by another member of

upper management.

Subcontractors are contacted and a price list is formed. Prices are compared and the

total cost of the works is calculated.

When requested, a suitable letter of acknowledgement (or declining letter, if

appropriate) is sent to accept a written contract or a confirmation fax is sent to all

verbal contracts.

Following a successful contract review a contract file is opened and formal work

instructions are issued.

3.3 ‘Free-issue’ material

Aros Glas AB ensures that the work instructions describe any requirements to control

material supplied as ‘free-issue’ from the client.

It is also understood that customer property can include intellectual property such as

designs, drawings, commercial-in-confidence information, etc. Such customer

property will remain ‘commercial-in-confidence’, it will not be photocopied for

supply to others, or used by Aros Glas AB on our own products.

3.4 Verification by client, of material at source

40

When necessary, Aros Glas AB will ensure that any requirements of the client to visit

Aros Glas AB’s suppliers is documented in the instructions and included on the

appropriate Purchase Orders.

3.5 Amendments to contracts

In order to prevent disputes at a later date, the policy of Aros Glas AB is only to

accept authorised (signed) amendments to contracts in writing (letter, memo or fax).

These amendments are also reviewed against the items shown in para

1(b).

If the amendment to the contract is acceptable to Aros Glas AB, the client is advised

in writing and also agreement is sought for any additional fee. Before the amendment

to contract is actioned, confirmation must be received of any extra payment.

Amendments to contract are reviewed and actioned as follows:

(i) the price list and work order are recalculated.

(ii) the amendment order is received in writing by mail or fax.

4. Factored work, or work bought-in and supplied on

In order to complete Aros Glas AB’s product range it is necessary to buy-in complete, some of

the smaller models and to sell them on as finished items. These items are strictly controlled to

ensure they are the same grade or standard as Aros Glas AB products.

If a client seeks confirmation of the source of these items we will automatically advise that

they are not manufactured by Aros Glas AB and whether or not they are from a Quality

Assured source.

5. Recording minutes of meetings on site visits

In Aros Glas AB’s type of business some information can only be obtained by site visits

and/or given at meetings with the client. It is vital that these be formally recorded, reviewed

41

and actioned where necessary. These visits and meetings (including meets with the client at

Aros Glas AB) will be recorded and archived.

42

Aros Glas AB

ISO 9001 OPERATING PROCEDURE No 2.

Purchasing Procedure


Issue No.

Date of Issue

Prepared by:

Authorised by:

43

The procedure for Purchasing



(a) the staff of Aros Glas AB do not buy shoddy or inferior goods or services from the

cheapest supplier. The goods or services bought must meet Aros Glas AB and its

customer’s requirements. The policy of Aros Glas AB is to purchase from sources

that consistently deliver on time, goods and services to the required specification at a

fair and reasonable price;

(b) all purchasing by Aros Glas ABis carried out in a professional manner with adequate

records kept. For the purpose of ISO 9001, this procedure need only apply to items

affecting the quality of our product or service. However, to give a common approach

all purchasing within Aros Glas AB will follow these procedures;

2. Responsibility

2.1 Any member of Aros Glas AB may require and request raw material, tools, goods or

services to be purchased from Management.

Following such a request a formal purchase order may be written out by Top

Management (or any member of Upper Management). In practice the majority are

raised by the Site Manager.

2.2 Before an order can be placed it must be reviewed and then signed for authorisation to

place the order outside Aros Glas AB.

It should be noted that this procedure outlines the only approved method of raising

purchases on behalf of Aros Glas AB.

44

The levels of authority for review and signature are:

Managing Director = No limit

Site Manager = No limit

Contractor = 50 000:-

Accountant/Administrator = 50 000:-

Heavy aluminum glazier = 10 000:-

Car windows master = 25 000:-

2.3 Only the Managing Director and Site Manager can review and authorise additional

suppliers onto the Approved Suppliers List.

2.4 Goods receiving inspection will be carried out by the person who raised the Purchase

Request.

3. Implementation

3.1 Approval of Aros Glas AB suppliers

Items, material or services that affect the quality of the product or services that are

provided by Aros Glas AB shall be purchased from suppliers or subcontractors that

are on the formal ‘Approved Suppliers List’

This list is given an issue number and date of issue and is authorised by the Managing

Director to authorise its issue. To control its issue and to ensure that the same copy is

used throughout the organisation it is considered a controlled document and controlled

as per Operating Procedure 8.

3.2 To gain entry onto the Aros Glas AB’s ‘Approved Suppliers List’ the firm,

organisation, consultant, certification body, or sole trader, if necessary, will be

formally evaluated and recorded on form Evaluation record of supplier:

45

(i) they hold second party approval (i.e. approved by a recognised main contractor) may

be judged to be acceptable for appropriate products or services;

(ii) there exists records that can demonstrate that the subcontractor or supplier has historic

evidence of providing quality goods or services to Aros Glas AB;

(iii) the supplier is an official distributor or approved agent for the material, parts or

service of a proprietary product;

(iv) that as a new supplier to Aros Glas AB The organisation has been carefully evaluated

for suitability and confirmation of ability to supply consistently to Aros Glas AB

specifications. This may be by trial order(s) or site visit;

(v) special qualification. To be detailed by memo by Site Manager, which will be signed

and dated and stapled to the Supplier Evaluation Record.

Record sheets are kept for each supplier/subcontractor to demonstrate the above

evaluation.

3.3 If an audit or confidential visit is made to a potential supplier it is recorded on the

form shown at Site Meeting Report of Operating Procedure 1.

The items to check and report on during the visit should include the following, where

appropriate:

(i) quality of management and systems;

(ii) systems documentation;

(iii) quality, training and ability of staff and operatives;

(iv) process control and capability of their equipment;

(v) storage facilities;

(vi) typical products/service and check against specification;

(vii) reject rates;

(viii) check against the clauses of ISO 9001 where they apply;

46

(ix) size, location, condition of equipment and buildings;

(x) stockholding of materials and spares etc;

(xi) financial viability.

4. Procedure for placing a purchase order

4.1 It is the policy of Aros Glas AB that all purchase orders be written, reviewed and

authorised before the order is actually placed

4.2 Occasionally and by exception a telephone order has to be placed to meet an urgent or

emergency need. Such an order will be written down as soon as possible and

endorsed ‘Confirmation of telephone order by our Mr/Mrs …… of the Aros Glas AB.

4.3 The orders will be written on a formal Aros Glas AB Purchase Order Form,

The Purchase Orders will have a unique serial number. The order must be clearly legible and

specify the supplier and the details of what are required. The entry must be sufficient to

unmistakably identify the supplier and also the description must uniquely specify, without any

doubt, precisely what is to be supplied. Use can be made of supplier’s brand names or

catalogue numbers if appropriate. If a full engineering, technical or chemical specification is

required, this will be written and detailed on the order, or referenced with a copy attached.

Items to be identified on a Purchase Order may include:

(a) Purchase Order Number;

(b) Supplier name;

(c) Date of Order;

(d) Supplier address;

(e) Goods, material or service required;

(f) Any appropriate specification or part or drawing numbers;

(g) Level, grade, type, etc;

47

(h) Agreed fee or price (recommend clearly state whether with or without VAT);

(i) Delivery date and address: mode of transport where appropriate;

(j) Quantity;

(k) Inspection, certification or special requirements;

(l) Aros Glas AB project description or job number;

(m) Markings, identification, or special pack, if required.

If Aros Glas AB customer has made a specification on raw material or components,

this becomes the minimum required of any Purchase Order. If special QA

arrangements, test or verified product documentation are required, they must be

specified on the Purchase Order.

If it is necessary for a representative of Aros Glas AB to inspect the suppliers

processes, systems or the items/material before despatch, this will be specified on the

Purchase Order. Also if it is considered possible or likely that the eventual Aros Glas

AB customer for these items/material will visit our supplier this also will be specified

as a condition of the Purchase Order.

4.4 One of the persons designated in para 2 (or Upper Management) will review the order

to ensure:

(i) the proposed supplier is on the Approved List;

(ii) the detail given appears to be correct and adequate;

(iii) the appropriate funds are available for this project/purchase order and it is

agreed that this may be spent.

If they are satisfied they will sign and date the Purchase Order in the Purhcase Order

Book (OR Purchase Order Form). The top copy will go to the supplier (it may be

photocopied and faxed, if required), the bottom copy (Decide on Procedures here)

48

4.5 Purchases from unapproved suppliers. Occasionally and by exception

it is sometimes essential to buy from an unapproved supplier. There may be several

reasons, e.g. they are the sole supplier, emergency breakdown and they are on

location, one-off purchase of uncommon item, etc. If this happened all copies of the

Purchase Order (including the copy for the supplier) will be endorsed ‘unapproved

supplier, items to be inspected carefully on receipt by Managing Director, or other

appropriate checks or verification

4.6 Occasionally our customer will specify a supplier (or model/material) that is not

approved by Aros Glas AB. This will be treated as a condition of the contract placed

on Aros Glas AB, such orders will not be endorsed, refer to unapproved suppliers in

previous paragraph. If it is considered or subsequently found that the material or

items specified by the customer are not available, are illegal, will not perform, or give

unacceptable health and safety risks, etc., the client will be requested to approve an

alternative to send in a new written order.

4.7 Amendments to Purchase Orders will always be reviewed and if possible be in

writing either by memo or fax. A copy of the amendment will be sent to the supplier,

with copy attached to the office copy of the Purchase Order and an additional one for

the goods inward copy of the Purchase Order.

5. Procedure for goods inward inspection

5.1 When the delivery has been inspected, to check both the delivery note and the goods

provided satisfy the Purchase Order requirements, the goods inward copy of the

Purchase Order is signed, and dated and passed to Aros Glas AB to clear the invoice.

There is a PC program. Aros Glas AB has a list of all must deliverables to check on

delivery day on Tuesday. Site Manager prints out the list on Monday to make it ready

for Tuesday.

49

The arrival of the order is marked as “in work order” and removed to “ready to work

order” folder.

5.2 If defective items are found they will be dealt with as Operating Procedure 4 ‘Control

of Material’ and Operating Procedure 7 ‘Corrective & Preventive Actions’

5.3 As the quantities delivered are small they will be inspected 100%.

5.4 As Aros Glas AB is a small firm with relatively few suppliers, a defective delivery or

a poor supplier has a serious effect on Aros Glas AB production. Hence a poor

supplier is automatically identified, therefore no formal vendor rating or scoring

system is required.

5.5 All items arriving at Aros Glas AB will be unboxed and checked for damage and

visual appearance as appropriate. If appropriate, due note will be taken of any special

requirement of the Purchase Order or printed on the product or manufacturer’s label.

5.6 Urgent release of material

No incoming items or material should be used until cleared goods inward inspection.

See Operating Procedure 4 para. 3.4 for emergency or urgent use.

5.7 Delivery of ‘free-issue’ material or customer property

This will have limited visual inspection. Free Issue material and items WILL be

recorded in the Goods Inward Records to demonstrate acceptance and control. They

will be labelled as per Operating Procedure 4, or any special authorised instructions.

The checks will be limited to:

50

(i) safe

(ii) working properly

It is also understood that customer property can include intellectual property such as

designs, drawings, commercial-in-confidence information, etc. Such customer

property will remain ‘commercial-in-confidence’, it will not be photocopied for

supply to others, or used by Aros Glas AB on our own products.

If we have visitors to Aros Glas AB, due care will be taken to ensure that the visitors

do not have sight of their competitors work or designs.

51

Aros Glas AB


The procedure for controlling Aros Glas AB processes, including in-process and final inspection and testing. These procedures include controls to cover requirements for handling, storage, packing, preservation and delivery


Issue No.

Date of Issue

Prepared by:

Authorised by:

52

The procedure for controlling Aros Glas AB processes, including in-process and final inspection and testing. These procedures include controls to cover requirements for handling, storage, packing, preservation and delivery



(a) all the processes of Aros Glas AB which affect the quality of the delivered product

and service are carried out under controlled conditions to ensure that the output

consistently meets the required specification;

(b) as required, in-process and final inspection are specified and controlled;

(c) as required, the procedure provides controls to ensure products are handled, packed,

stored and delivered to specification or in a manner that prevents deterioration and/or

danger.

2. Responsibility

This procedure has been authorised by the Managing Director. However, the Site Manager is

responsible for ensuring its continued suitability and to advise the Managing Director of any

changes to documentation that are required.

The Site Manager must ensure these procedures are implemented fully.

It is the responsibility of all staff and operatives to comply fully with the requirements of this

procedure.

3. Implementation

Aros Glas AB provides a different range of products. This goes through the following

planned stages and sequence of process events and inspection checks, with the individual

variations as detailed in the Manufacturing and Testing specifications.

53

These are planned very carefully as a new product is introduced and a ‘Standing Work and/or

Inspection Instruction’ is written, authorised and dated, as required, for each task For each

product a flowchart or ‘process map is produced, authorised and controlled that identifies the

different process and inspection points.

3.1 Each job is checked to ensure it has been authorised by contract review and works

order number issued.

3.2 As each process is completed the operative checks his own work and initials and dates

the Travelling Job Card. Any rework, repairs or concessions will also be detailed on

the Travelling Job Card by ………………… and signed and dated.

3.3 At appropriate stages the Manager (planner, etc.) may specify additional verification

checks after critical processes. Independent checks will also be specified before an

operation on critical or special processes to ensure that the preparation was correct

before the process e.g. welding, painting, enclosed assemblies, etc. These will also be

initialled and dated on the Travelling Job Card, by the inspector. It is also important

that where at all possible checks or measurements are done on different gauges or

instruments than those used by the manufacturing operatives.

3.4 (OR if the tolerances are less than ± ………….., or if the dimensions identified by the

planner are critical, the test gauge or instrument used will be recorded on the

Travelling Job Card.)

3.5 Before the job is cleared for despatch the Inspector will give the job one last overall

check and will check against THE ORIGINAL CUSTOMER ORDER, and that the

‘Travelling Job Card(s)’ is/are complete and fully signed-off.

54

3.6 The Travelling Job Card will be returned to the Works Manager’s Office and will be

stored for at least 15 years (or longer if a contract requirement). The office will then

raise the necessary despatch notes and instructions.

3.7 Any requirements for specials or ‘one-offs’ will be detailed on the ‘Temporary Work

Instruction Form. These may be written in ink in manuscript as long as handwriting is

legible. The instructions are listed and detailed in a log with the numbers issued in

sequential order. A copy of all such Temporary Instructions is kept in a lever arch file

for a minimum of 15 years.

3.8 If defective items are found they will be dealt with as per Operating Procedure 4,

‘Control of Material’ and Operating Procedure 7, ‘Corrective and Preventive Actions’.

3.9 Material will be stored as required by the manufacturer’s instructions. If they need to

be stored in a cold or warm environment it will be provided.

55

Aros Glas AB

ISO 9001 OPERATING PROCEDURE No 4

The Procedure for control of materials including non-conforming product


Issue No.

Date of Issue

Reason for re-issue Prepared by:

Authorised by:

The Procedure for control of materials including

56

non-conforming product



(a) Any items, component, subassembly or raw material that is to be incorporated into

Aros Glas AB product can be readily identified to type, drawing or part number. That

items of similar appearance cannot inadvertently get mixed or substituted.

(b) There is no requirement or advantage in providing any form of traceability for Aros

Glas AB products/services. If there was a particular contract requirement to do so,

special controls would be introduced.

(c) Aros Glas AB will ensure an adequate system for inspection status, i.e. can readily

identify whether materials, items, sub-assemblies or final products are good, bad,

suspect or reject.

(d) When items identified as suspect that there is a prescribed and controlled procedure to

ensure they are reviewed and controlled through reorder, rework, repair or disposal.

2. Responsibility

It is the responsibility of the Managing Director and all managers to ensure this procedure is

implemented fully and effectively. The supply of a defective product from Aros Glas AB can

have a dramatic effect on customer confidence, this procedure must therefore be enforced

rigorously. All staff and operatives with Aros Glas AB must follow this procedure. Any

members of Aros Glas AB staff or operatives can and must place items under temporary

‘hold’ if they are concerned that they do not conform to the required specification.

Items under temporary ‘hold’ can be released only by the operative who placed them on hold,

or any manager.

57

3 Implementation (Typical Service Business)

The inspection status of work is clear from the progress of signatures on the

control documents. From simple examination of the documents it can clearly be

identified which item/service has been issued, which is in progress, which has

been completed and signed off and what has been verified. Not must also be

taken of Operating Procedure 8, reference ‘Control of Contract Information,

Drawings and Specifications’, with regard to control of mail and other documents.

58

Aros Glas AB


The Procedure for control of measuring and process equipment


Issue No.

Date of Issue


Authorised by:

The procedure for control of measuring and process equipment

59



(a) all the measuring, checks and test carried out by Aros Glas AB are with instruments

that have adequate accuracy and provide reliable readings and results;

(b) process equipment that directly affects the product and service quality has suitable

maintenance at appropriate intervals;

(c) process, plant and equipment which is essential to keeping control of

environmental performance is adequately maintained;

2. Responsibility

The Site Manager has the responsibility to ensure that all inspection, measuring and test

equipment is correctly controlled and ‘calibrated’. The Site Manager has been delegated to

control the test and inspection equipment on a day to day basis. The Site Manager is

responsible for identifying production machines that have a critical affect on the quality of

Aros Glas AB products. The machines and delivery vehicles will be maintained as per

formally controlled and authorised maintenance schedules.

The Site Manager is responsible for defining the relevant plant and equipment, scheduling its

maintenance and monitoring how the maintenance has been carried out. Staff shall carry out

the work and shall record the outcome of the maintenance carried out.

3. Implementation – measuring and test equipment

3.1 All measuring and test equipment must be bought by or through the Site Manager.

3.2 Each individual instrument or test equipment is registered on the Measuring and Test

Equipment Register.

60

3.3 Each individual instrument or test equipment must have a unique identity. If there is

only one model/make of instrument within Aros Glas AB no further identity is

required. If there are more than one they must be identified by a serial number

permanently etched or engraved on the instrument (either the manufacturers or a Aros

Glas AB serial number is acceptable).

3.4 All Measuring and Test Equipment Record Cards are stored in individual folders and

are kept in a lever arch file. When new instruments are purchased an initial

calibration record is specified and obtained from the supplier. This is stored behind

the card within the individual Rexel, or similar, sleeve.

3.5 All instruments and equipment used to check the quality of our product or

service, are calibrated at external test houses. By preference these will be either

formally recognised approved test houses or may be the original equipment

manufacturer or his formally approved agent. If it becomes essential to use an

‘unapproved’ organisation the Purchase Order will specify that clear evidence of

satisfactory calibration is required, with traceability to a national standard if

appropriate. All Purchase Orders will specify that a ‘Certificate of Calibration’ must

be supplied.

3.6 After calibration or checks the results will be reviewed. If it is thought likely from the

results that an instrument is likely to go out of calibration it will be withdrawn or the

calibration period substantially shortened. If the results show that the instrument or

gauge has gone out of calibration or tolerance whilst it has been used this should be

carefully considered by the Site Manager to see if any action is required on possibly

out of specification product that may have been made and supplied to a customer in

this period. The Site Manager will write and record their comments/actions on the

Gauge/Instrument Record Card and sign and date. If the action is serious and may

61

result in product being returned or a product withdrawal this must be reported to

Managing Director and included with the Management Review, see Operating

Procedure 7.

3.7 Calibration labels may be affixed to some equipment by outside calibration houses.

Such labels are for information only; the control of the equipment is the Record Cards

only.

3.8 None of Aros Glas AB’s testing equipment depends on computer software for correct

functioning and hence this element of the standard does not apply.

3.9 The following instruments or equipment are not included within Aros Glas AB QA

control system:

(i) any gauges supplied as ‘free-issue’ by the customer to check product to their

specification;

(ii) rules and tapes are not formally controlled, calibrated or checked. These are

used for visual measurements and checks, and obviously the user errors in

these visual checks far exceed any tolerance error in the rule or tapes.

3.10 All equipment which shall be properly operational if the organisation is to

satisfy its environmental obligations shall be listed together with the

maintenance cycles which must be observed. In determining the maintenance

cycles, attention shall be paid to any legislative requirements regarding the

frequency of maintenance.

4. Implementation – process equipment

62

The Site Manager has identified critical items of machinery or process equipment that has a

direct affect on the continuing process capability of Aros Glas AB to meet product

specification or contract requirements.

These are identified on the list shown at Maintenance Schedule, with the designated period for

suitable maintenance. For the purpose of recording that the maintenance has taken place the

actions will be recorded on the Maintenance Record Card.

63

Aros Glas AB

ISO 9001 OPERATING PROCEDURE NO. 06

Training Procedure


Issue No.

Date of Issue

Prepared by:

Authorised by:

The procedure for Training

64



(a) all employees’ and management’s training needs are reviewed and any training needs

are identified and provided;

(b) Aros Glas AB employees are competent and are always adequately trained and

competent to do their job;

(c) all staff receive environmental awareness training, and specific training in the

environmental responsibilities and likely environmental impact of their individual

jobs, and that training records are kept;

(d) training records are maintained for all employees and all management;

2. Responsibility

The responsibility for implementing the procedure rests solely with the Managing Director

and Site Manager.

3. Implementation

As each new employee or director joins Aros Glas AB, there is a short induction meeting, see

Form 0…. for items to discuss (Important! Johan and Frederik!)

3.1 . As part of the ISO 9000 introduction programme all the existing employees went

through the same short programme, with Form 0…. provided for each employee and/or

Director.

The meeting may be carried out by any member of staff who is considered to have

enough experience and background knowledge but is usually carried out by the

employee’s immediate supervisor or departmental manager. The Induction

Programme, when completed and signed is retained with the training records.

(Important! Johan and Frederik!)

65

3.2 For each and every permanent employee or manager, there is an Employee Training

Review and Record Card kept, see Form 0….. The Managing Director will complete

his own and the Manager’s Cards. The remainder will be completed by the Site

Managers.

At commencement of employment (or at interview) this card will be completed. If

training needs are identified these are submitted for the review, approval and action of

the Managing Director or the Site Manager for in-house training/experience or for

external training.

On completion of the review it is signed and dated at the appropriate space.

IMPLEMENT

3.3 Where formal qualifications, certificates or licences are claimed or required to

demonstrate competence, a photocopy of the original document will be kept with the

above card. When staff are required to drive vehicles, their actual licences will be called in

once per year photocopied and checked for endorsements. IMPLEMENT

3.4 Occasionally Aros Glas AB take on temporary staff as Intern. No employee Training

Review and Record will be created. However, all staff whether permanent or

temporary must complete the induction programme.

3.5 All staff shall receive training in environmental awareness including the major

environmental impacts of the organisation’s activities and the Environmental Policy and

be introduced to the environmental management system and its Operating Procedures.

Awareness training shall be a part of the induction training for all new starters at any

level in the organisation. This shall include temporary staff..

All staff shall be trained in the specific environmental impacts, actual or potential, and the

environmental responsibilities associated with their job, and the relevant procedures

66

including emergency procedures. They shall understand the potential consequences of

departing from the specified procedures.

67

Aros Glas AB


The Procedure for management review, internal audits and corrective/preventive actions


Issue No.

Date of Issue


Authorised by:

The procedure for management review, internal audits and corrective/preventive actions


68


(a) In addition to the normal management reviews of our business, the quality aspects of

our business are also effectively reviewed and appropriate actions taken as required.

(b) Every aspect of Aros Glas AB activities that affect the quality of the products or

services that we provide are audited at least once per year. This will ensure that there

is no gradual deviation from the required standard, environmental system and QA

system. It also ensures that the various elements of the Quality System and

Environmental System including the environmental and quality policy are checked,

up-to-date and so that the organization complies with the law, keeps its environmental

and quality aspects under control for continuing suitability and relevance.

(c) As errors are found, or brought to our attention, in our products, services or

management systems, these will be reviewed for immediate corrective actions to

prevent possible recurrence. Continual reviews are carried out to prevent errors arising

or occurring in the first place.

(d) if and when an environmental incident occurs or an environmental complaint is

received, the circumstances are investigated and appropriate short-term corrective

action and longer-term preventive action is taken and followed up.

2. Responsibility

The Managing Director or Site Manager (or the person that they assign) is directly responsible

for all these activities However, the responsibility and actions remain with the Managing

Director). All staff have a responsibility to report any customer complaints to their supervisor

who must enter it into the prescribed record. All staff has a responsibility to co-operate fully

with an approved internal or external auditor. All staff is responsible for reporting

environmental incidents.

3. Implementation

69

3.1 Implementation management review

A formal management review is held at least every 6 months with minutes taken and

typed, identifying the actions required and progress/completion on any actions noted.

These are chaired by the Managing Director, the minutes are signed and dated by the

Managing Director and circulated to attendees and those with need to know, or actions

upon them.

Prior to the meeting it is essential that appropriate figures are collected, collated and

analysed, e.g. scrap percentages, number of defects, number of customer returns,

number of customer complaints or compliments, non-compliances at internal audit

etc.

The following agenda will always be followed as it provides a relevant checklist, with

notes on each item, including a note to state ‘there is nothing to report’ where

applicable.

(a) Background information affecting the business e.g. growth, decline, new

products etc.

(b) Review of minutes and actions from previous Management Reviews.

(c) Current work in progress.

(d) Future order book (confirmed, probable, possible).

(e) Stock levels, raw materials/finished goods.

(f) Marketing and sales activities; competitors and new products/

technology/legislation.

(g) Financial performance against budget/revised target.

(h) Staff and personnel, effectiveness, recruitment, changes, new responsibilities.

(i) Results of Internal Quality Audits, external certification body surveillance

visits and second party audits; review need for any area to have additional

internal audits.

70

(j) Internal scrap, wastage rates, rework, repairs, concessions, improvements in

process performance and/or product conformance.

(k) Installation reports.

(l) Customer complaints, or favourable comments, or feedback, customer survey

reports.

(m) Customer returns; warranty claims or service reports;

(n) Review of staff resources, capability and training needs, further recruitment or

reductions; performance of new starters; effectiveness of training recently

provided.

(o) Review of equipment performance, need for new, up-grading or maintenance.

(p) Analysis and re-evaluation of suppliers/subcontractors and goods-inward

inspection.

(q) Review of corrective/preventive actions; also any potential dangers or adverse

consequences on systems, controls, products, services or purchasing.

(r) Review of Quality Objectives and Continual

Improvement.

(s) Review of effectiveness of QA system, any adverse or good trends with our

product/service or the QA system, with actions for improvements and further

planning for Quality.

(t) Review of environmental performance arising from nonconformities and

incidents, complaints and audit findings.

(u) Review of the Environmental Policy, Environmental Management Manual

and Operating Procedures to ensure that they are still consistent with, and

relevant to, the overall policies and objectives of the organisation.

3.2 Implementation of Internal Audits

71

Aros Glas AB carried out internal audits to ensure our management and

environmental systems are fully implemented and they provide effective

controls for Quality Assurance. It also provides the Managing Director with

an independent ‘snapshot’ of the whole company. The person doing the audit

must have had basic training on ‘ISO 9000 Internal Auditing and/or ISO

14001 ’ (OR have attended the …….. course on Internal Auditing), regarding

to his task and must be independent of the functions being audited,

The policy is that each and every Aros Glas AB procedure will be audited at

least once per year. However, as part of the ISO 9000 introductory

programme there was an intensive round of audit cycle with a complete set of

audits carried out for 3 or 4 months before the formal assessment.

No later than February of each year, the Site Manager will draw up a schedule

of internal audits, see The Internal Audit Form .

The audit schedule includes a review of the Quality Manual, Environmental

Manual and Procedures & DQS (Document Control System) overall to ensure

it still complies with ISO 9001:2000 and ISO 14001.

Aros Glas AB is registered with …., a responsible …. accredited

certification body. If ISO 9001:2000 is amended, …. will inform their clients.

The audits for ‘Management Review’ and ‘Training’ procedures will require

careful selection of staff of appropriate level due to the confidentiality of

these records. The nominated auditor arranges the audit date with the Site

Manager approximately two weeks prior to the audit. The Site Manager will

act as guide or nominate a deputy to remain with the Internal Auditor at all

times. It is usually not necessary to give the auditor a copy of the previous

audit report as it will have been closed out by the Site Manager. For each

audit there is an Audit Summary Report completed, see Audit Summary Form

and the audit is shown as completed on the annual plan. Any non-

72

compliances are recorded, preferably at the time witnessed, on the Non-

compliance/observation form. Non-compliances will be raised when there is

verifiable factual evidence seen or it is found that:

(a) contract requirements are not being met;

(b) Aros Glas AB own specifications are not being met;

(c) the authorised procedures and instructions are not being complied

with, or they are not available.

(d) There are processes that affect the quality of the product or services,

where there are no adequate control or records.

Observations will be noted if the internal auditor wishes to raise or record

their personal concerns or suggestions for improvement. In addition the

Internal Auditor may raise an observation where they believe the Quality

Manual/Procedures/Instructions may give rise to non-compliances in the

future. The forms also allows for records of the actions required. They must

be completed within 2 months of raising or a shorter period if agreed and

specified. The audit will then be shown as closed out on the annual internal

audit plan. If judged appropriate, the Site Manager may issue an instruction

for a special re-audit if the results give concern.

The Site Manager will write a short analysis and summary of the audit reports

for submission to each management review .

Note: If a particular area gives poor results, the Managing Director may

decide, if appropriate, to submit the area to special re-audit in 3 months.

If appropriate, the Managing Director or Site Manager may ‘sub-contract’ the

internal audits to an external body or individual with the appropriate training

and experience.

3.3 Implementation corrective and preventive actions

73

As items are found to be suspect they may be placed on temporary ‘hold’.

(see Operating Procedure 4 for description and controls for ‘hold’,

‘quarantined’, ‘reject’, etc.). This may be at goods-in, during manufacture or

final test/despatch. The same controls will be given to items that have been

returned to the factory generally known as ‘customer returns’. If the inspector

or supervisor/manager confirms they are defective, i.e. not to specification,

they placed in the quarantine area. These defective items, or batches, are then

reviewed with the following corrective actions considered:

(i) Carry out additional work (e.g. rework) that will bring the items exactly

to conforming with specification. These will be re-inspected to ensure they

now conform to specification.

(ii) ‘Sift’ the items, where only a percentage of the items are defective, by

100% inspection, to remove the offending items.

(iii) Take managerial actions to accept the items ‘as is’ for their intended

purpose, with the defects remaining by obtaining customer’s formal written

agreement to accept or raise a formal ‘concession’ or ‘waiver’ (Customer

Concession Form ) and entering onto the Concession Register Form.

A minor concession is one that does not affect functioning, safety, inter-

changeability or life span/reliability and can be approved by the Site Manager

or the Managing Director. If the Site Manager or Managing Director express

doubt whether the minor defect will be accepted by the customer (e.g. visual

appearance, different packaging etc.) it must be submitted as a customer

concession or withdrawn. If the defect affects functioning, safety, inter-

changeability or life span/reliability or it obviously does not conform to the

accepted Aros Glas AB’s standard, a customer concession will be raised if

appropriate.

74

(iv) Carry out remedial work that will make the items usable but not exactly to

specification; hence, a concession or formal approval for this additional

feature is required. These will be re-inspected to confirm that they conform to

the agreed revised specification.

(v) Place under Red Card (see Operating Procedure 4) and scrap the items or

returned purchased goods/material to the suppliers and make new, re-purchase

or replace from stock.

(vi) Write to the customer advising of any defects in material or item that has been

supplied as ‘free issue’.

Environmental incidents may arise from: • A failure to observe Operating Procedures

• An inadequate Operating Procedure

• Unforeseen circumstances, e.g. abnormal operating conditions

• Emergencies

• Complaints

Site Manager shall in due course check that the preventive action has been completed

and that it has been effective, or is likely to be effective, in preventing a repeat of the

incident. The form shall then be signed off.

The short-term corrective actions are recorded and authorised on the Product

Corrective/Preventive Action Form. The actions will also be authorised on the same

form. The authorisation will be that of the Site Manager; who will also detail the loss

in money or hours. The Site Manager and Managing Director may ask the worker for

advice on appropriate actions or the details of the fault, but the decision on the

appropriate actions is theirs. A copy will be passed to the appropriate member of staff

75

or operative to action, and passed to the Site Manager for check and review when the

work is completed; the original is filed in the workshop office. After the short-term

corrective action has been completed the Site Manager will review the Corrective

Action Form and any other information and, where appropriate, recommend long-term

preventive action and actions to be taken. These will be considered at the

Management Review.

The above is the procedure for all defective product arising in-house or where it is

returned by the customer. Also of importance is ‘Customer Complaints’ that are

received by letter, fax, phone or representatives reports. Every one of these will be

allocated a reference of year/sequential number and entered into the Customer

Complaint Record Book (OR form). Also returned product will be entered into the

Complaints Record Book. The Complaints Record Book is headed year/number/date

received/ recorded by/client/description/date closed out.

In each case an acknowledgement letter summarising the complaint and promising

investigation will be sent to the customer, preferably within three working days. The

complaint will be thoroughly investigated and suitable actions proposed and taken.

These will be recorded on the reverse side of the file copy of the acknowledgement

letter sent to the client. When the investigation is complete, preferably within four

weeks an appropriate letter of apology/explanation will be sent to the client.

All the Corrective/Preventive Action Forms and the entries in the complaints book

will be considered at the Management Review meeting. In particular they will be

reviewed for common features and adverse trends etc.

76

Aros Glas AB


The Procedure for management review, internal audits and corrective/preventive actions


Issue No.

Date of Issue


Authorised by:

The procedure for management review, internal audits and corrective/preventive actions


77


(a) In addition to the normal management reviews of our business, the quality aspects of

our business are also effectively reviewed and appropriate actions taken as required.

(b) Every aspect of Aros Glas AB activities that affect the quality of the products or

services that we provide are audited at least once per year. This will ensure that there

is no gradual deviation from the required standard, environmental system and QA

system. It also ensures that the various elements of the Quality System and

Environmental System including the environmental and quality policy are checked,

up-to-date and so that the organization complies with the law, keeps its environmental

and quality aspects under control for continuing suitability and relevance.

(e) As errors are found, or brought to our attention, in our products, services or

management systems, these will be reviewed for immediate corrective actions to

prevent possible recurrence. Continual reviews are carried out to prevent errors arising

or occurring in the first place.

(f) if and when an environmental incident occurs or an environmental complaint is

received, the circumstances are investigated and appropriate short-term corrective

action and longer-term preventive action is taken and followed up.

2. Responsibility

The Managing Director or Site Manager (or the person that they assign) is directly responsible

for all these activities However, the responsibility and actions remain with the Managing

Director). All staff have a responsibility to report any customer complaints to their supervisor

who must enter it into the prescribed record. All staff has a responsibility to co-operate fully

with an approved internal or external auditor. All staff is responsible for reporting

environmental incidents.

3. Implementation

78

3.1 Implementation management review

A formal management review is held at least every 6 months with minutes taken and

typed, identifying the actions required and progress/completion on any actions noted.

These are chaired by the Managing Director, the minutes are signed and dated by the

Managing Director and circulated to attendees and those with need to know, or actions

upon them.

Prior to the meeting it is essential that appropriate figures are collected, collated and

analysed, e.g. scrap percentages, number of defects, number of customer returns,

number of customer complaints or compliments, non-compliances at internal audit

etc.

The following agenda will always be followed as it provides a relevant checklist, with

notes on each item, including a note to state ‘there is nothing to report’ where

applicable.

(a) Background information affecting the business e.g. growth, decline, new

products etc.

(b) Review of minutes and actions from previous Management Reviews.

(c) Current work in progress.

(d) Future order book (confirmed, probable, possible).

(e) Stock levels, raw materials/finished goods.

(f) Marketing and sales activities; competitors and new products/

technology/legislation.

(g) Financial performance against budget/revised target.

(h) Staff and personnel, effectiveness, recruitment, changes, new responsibilities.

(i) Results of Internal Quality Audits, external certification body surveillance

visits and second party audits; review need for any area to have additional

internal audits.

79

(j) Internal scrap, wastage rates, rework, repairs, concessions, improvements in

process performance and/or product conformance.

(k) Installation reports.

(l) Customer complaints, or favourable comments, or feedback, customer survey

reports.

(m) Customer returns; warranty claims or service reports;

(n) Review of staff resources, capability and training needs, further recruitment or

reductions; performance of new starters; effectiveness of training recently

provided.

(o) Review of equipment performance, need for new, up-grading or maintenance.

(p) Analysis and re-evaluation of suppliers/subcontractors and goods-inward

inspection.

(q) Review of corrective/preventive actions; also any potential dangers or adverse

consequences on systems, controls, products, services or purchasing.

(r) Review of Quality Objectives and Continual

Improvement.

(s) Review of effectiveness of QA system, any adverse or good trends with our

product/service or the QA system, with actions for improvements and further

planning for Quality.

(t) Review of environmental performance arising from nonconformities and

incidents, complaints and audit findings.

(u) Review of the Environmental Policy, Environmental Management Manual

and Operating Procedures to ensure that they are still consistent with, and

relevant to, the overall policies and objectives of the organisation.

3.2 Implementation of Internal Audits

80

Aros Glas AB carried out internal audits to ensure our management and

environmental systems are fully implemented and they provide effective

controls for Quality Assurance. It also provides the Managing Director with

an independent ‘snapshot’ of the whole company. The person doing the audit

must have had basic training on ‘ISO 9000 Internal Auditing and/or ISO

14001 ’ (OR have attended the …….. course on Internal Auditing), regarding

to his task and must be independent of the functions being audited,

The policy is that each and every Aros Glas AB procedure will be audited at

least once per year. However, as part of the ISO 9000 introductory

programme there was an intensive round of audit cycle with a complete set of

audits carried out for 3 or 4 months before the formal assessment.

No later than February of each year, the Site Manager will draw up a schedule

of internal audits, see The Internal Audit Form .

The audit schedule includes a review of the Quality Manual, Environmental

Manual and Procedures & DQS (Document Control System) overall to ensure

it still complies with ISO 9001:2000 and ISO 14001.

Aros Glas AB is registered with …., a responsible …. accredited

certification body. If ISO 9001:2000 is amended, …. will inform their clients.

The audits for ‘Management Review’ and ‘Training’ procedures will require

careful selection of staff of appropriate level due to the confidentiality of

these records. The nominated auditor arranges the audit date with the Site

Manager approximately two weeks prior to the audit. The Site Manager will

act as guide or nominate a deputy to remain with the Internal Auditor at all

times. It is usually not necessary to give the auditor a copy of the previous

audit report as it will have been closed out by the Site Manager. For each

audit there is an Audit Summary Report completed, see Audit Summary Form

and the audit is shown as completed on the annual plan. Any non-

81

compliances are recorded, preferably at the time witnessed, on the Non-

compliance/observation form. Non-compliances will be raised when there is

verifiable factual evidence seen or it is found that:

(a) contract requirements are not being met;

(b) Aros Glas AB own specifications are not being met;

(e) the authorised procedures and instructions are not being complied

with, or they are not available.

(f) There are processes that affect the quality of the product or services,

where there are no adequate control or records.

Observations will be noted if the internal auditor wishes to raise or record

their personal concerns or suggestions for improvement. In addition the

Internal Auditor may raise an observation where they believe the Quality

Manual/Procedures/Instructions may give rise to non-compliances in the

future. The forms also allows for records of the actions required. They must

be completed within 2 months of raising or a shorter period if agreed and

specified. The audit will then be shown as closed out on the annual internal

audit plan. If judged appropriate, the Site Manager may issue an instruction

for a special re-audit if the results give concern.

The Site Manager will write a short analysis and summary of the audit reports

for submission to each management review .

Note: If a particular area gives poor results, the Managing Director may

decide, if appropriate, to submit the area to special re-audit in 3 months.

If appropriate, the Managing Director or Site Manager may ‘sub-contract’ the

internal audits to an external body or individual with the appropriate training

and experience.

3.3 Implementation corrective and preventive actions

82

As items are found to be suspect they may be placed on temporary ‘hold’.

(see Operating Procedure 4 for description and controls for ‘hold’,

‘quarantined’, ‘reject’, etc.). This may be at goods-in, during manufacture or

final test/despatch. The same controls will be given to items that have been

returned to the factory generally known as ‘customer returns’. If the inspector

or supervisor/manager confirms they are defective, i.e. not to specification,

they placed in the quarantine area. These defective items, or batches, are then

reviewed with the following corrective actions considered:

(i) Carry out additional work (e.g. rework) that will bring the items exactly

to conforming with specification. These will be re-inspected to ensure they

now conform to specification.

(ii) ‘Sift’ the items, where only a percentage of the items are defective, by

100% inspection, to remove the offending items.

(iii) Take managerial actions to accept the items ‘as is’ for their intended

purpose, with the defects remaining by obtaining customer’s formal written

agreement to accept or raise a formal ‘concession’ or ‘waiver’ (Customer

Concession Form ) and entering onto the Concession Register Form.

A minor concession is one that does not affect functioning, safety, inter-

changeability or life span/reliability and can be approved by the Site Manager

or the Managing Director. If the Site Manager or Managing Director express

doubt whether the minor defect will be accepted by the customer (e.g. visual

appearance, different packaging etc.) it must be submitted as a customer

concession or withdrawn. If the defect affects functioning, safety, inter-

changeability or life span/reliability or it obviously does not conform to the

accepted Aros Glas AB’s standard, a customer concession will be raised if

appropriate.

83

(iv) Carry out remedial work that will make the items usable but not exactly to

specification; hence, a concession or formal approval for this additional

feature is required. These will be re-inspected to confirm that they conform to

the agreed revised specification.

(v) Place under Red Card (see Operating Procedure 4) and scrap the items or

returned purchased goods/material to the suppliers and make new, re-purchase

or replace from stock.

(vii) Write to the customer advising of any defects in material or item that has been

supplied as ‘free issue’.

Environmental incidents may arise from: • A failure to observe Operating Procedures

• An inadequate Operating Procedure

• Unforeseen circumstances, e.g. abnormal operating conditions

• Emergencies

• Complaints

Site Manager shall in due course check that the preventive action has been completed

and that it has been effective, or is likely to be effective, in preventing a repeat of the

incident. The form shall then be signed off.

The short-term corrective actions are recorded and authorised on the Product

Corrective/Preventive Action Form. The actions will also be authorised on the same

form. The authorisation will be that of the Site Manager; who will also detail the loss

in money or hours. The Site Manager and Managing Director may ask the worker for

advice on appropriate actions or the details of the fault, but the decision on the

appropriate actions is theirs. A copy will be passed to the appropriate member of staff

84

or operative to action, and passed to the Site Manager for check and review when the

work is completed; the original is filed in the workshop office. After the short-term

corrective action has been completed the Site Manager will review the Corrective

Action Form and any other information and, where appropriate, recommend long-term

preventive action and actions to be taken. These will be considered at the

Management Review.

The above is the procedure for all defective product arising in-house or where it is

returned by the customer. Also of importance is ‘Customer Complaints’ that are

received by letter, fax, phone or representatives reports. Every one of these will be

allocated a reference of year/sequential number and entered into the Customer

Complaint Record Book (OR form). Also returned product will be entered into the

Complaints Record Book. The Complaints Record Book is headed year/number/date

received/ recorded by/client/description/date closed out.

In each case an acknowledgement letter summarising the complaint and promising

investigation will be sent to the customer, preferably within three working days. The

complaint will be thoroughly investigated and suitable actions proposed and taken.

These will be recorded on the reverse side of the file copy of the acknowledgement

letter sent to the client. When the investigation is complete, preferably within four

weeks an appropriate letter of apology/explanation will be sent to the client.

All the Corrective/Preventive Action Forms and the entries in the complaints book

will be considered at the Management Review meeting. In particular they will be

reviewed for common features and adverse trends etc.

85

Aros Glas AB


The procedure for control of documentation/data


Issue No.

Date of Issue

Prepared by:

Authorised by:

The procedure for control of documentation/data

86


(a) Where Aros Glas AB has documents and data directly affecting the quality of our

product and services, they must be controlled and of the correct issue. Such documents

include:

(i) contract requirements, specifications, drawings, quality or other plans,

calculations, reports and contract amendments;

(ii) internally generated, issued and authorised product or service specifications,

drawings and instructions;

(iii) International and national standards and specifications;

(iv) the glass trade standards applicable to our industry as these are occasionally

called up as a condition of our contracts;

(v) the Aros Glas Quality Policy Manual and all Operating Procedures;

(vi) the Aros Glas Environmental Policy Manual and all Operating Procedures;

(b) A member of Aros Glas AB when carrying out their duties must be working to and has

ready access to, the appropriate issue of any necessary documents. That withdrawn or

obsolete issues are clearly identified as such, and are no longer readily available.

(c) Where documents are stored as electronic media these are also effectively controlled.

2. Responsibility

The Director or Top Management is responsible for ensuring all Documents and data are of

the correct issue. The Managing Director or Site Manager will control the day-to-day issuing

and controlling of the Quality Manual and Operating Procedures. All managers or staff is

responsible to ensure that other related documents are issued correctly and also for ensuring

that documents are treated with respect and handled, filed and stored in an appropriate

manner.

87

3. Implementation – Issue of Quality Policy Manual and Operating Procedures

3.1 Each and every page of the Quality Policy Manual and Operating Procedures have a

control as a footer identifying what it is, date of issue and issue number. Each of these

documents have controls that show who formally authorised their issue.

3.2 For simplicity the Quality Policy Manual and each Operating Procedure with all their

association, are issued as a whole. If a page is changed the whole manual or the

whole individual procedure or instruction, is amended to the next issue, with

appropriate date, reauthorisation and circulated.

3.3 Whilst not every member of staff or operative are issued with a copy of the Quality

Policy Manual and Operating Procedures, each and every employee has direct

unrestricted access to a copy and is encouraged to read the procedures relevant to their

job, regularly.

3.4 It is intended that all external copies of the Quality Policy Manual are uncontrolled.

3.5 NO Operating Procedure or any documented Work Instruction will be issued outside

Aros Glas AB without the formal written instruction of the Managing Director.

3.6 At each amended issue of the Quality Policy Manual or the Procedures, in order to

show the changes, so they can be easily seen by the reader, the new issues will have a

date and an updated version number. The Managing Director and the Site Manager

are the only people with access to amend the Quality Manual and Procedures. To

demonstrate and record control the Master Copy is a one copy only, hard paper copy

run off onto coloured paper, with the front page of the Quality Manual and each

procedure signed and dated by Managing Director or the Quality Manager.

88

4. Implementation – control of trade standards

The products/services offered by Aros Glas do not normally require reference to international

trade standards.

The only formal standard held is ISO 9001:2000. As we are formally registered to ISO

9001:2000 standard by an Accredited Certification body it can safely be assumed that our

Certification body, ………, will inform us of any changes to the standard.

5. Implementation – contract information, drawings and specifications

5.1 All post arriving at Aros Glas AB (other than unsolicited junk mail and brochures)

will be distributed to the appropriate staff. Information stapled or bound together need

only have the top sheet date stamped. The Accountant will do this task while sorting

into piles for different recipients.

5.2 It is essential that all contract information is controlled so that it is not lost or

inadvertently placed and mixed into another contract’s information. The top sheet

when stapled or bound together is then identified with the Enquiry/Contract or Project

Reference Serial Number (see Operating Procedure 1). Appropriate internal

documents will also be identified with the Enquiry/Contract Reference Serial Number.

Important to Implement

5.3 When reviewed or actioned the information is returned to the appropriate files.

5.4 For minor jobs, i.e. less than 10,000 kr, all the information is put into a ‘Master Jobs’

arch file with dividers between each job, with the job number on the divider).

5.5 The method of transferring this information from these files to the shop floor is

described in the Process Control Procedure 3.

89

5.6 Aros Glas AB contracts usually only have one or two drawings, if any, from clients.

These are stamped, signed and dated by Contractor and the Aros Glas AB

project/order number clearly written on it with permanent ink. Important to Implement

Aros Glas AB processes necessitate the handling of many customer supplied drawings

and sketches. However, it is still essential for our ISO 9001 registration that these

drawings are issued and controlled effectively. It is essential that these are controlled

as to work and deliver goods/services to the correct issue is absolutely vital.

Therefore, within each contract file there is a ‘Contract Register of Specification and

Drawings’.

5.7 A copy of all correspondence sent to clients will be held in the file. It may be a

photocopy of the original with the sender’s signature or an additional copy run off the

printer; the additional copy should be also signed or initialled by the sender to give

positive evidence of despatch.

Aros Glas AB is not a design authority. However, it does produce sketches to aid

production. These sketches are done on A4 sheets and include the following control

information on the sketch:

Description:

______________________________________________

Project Title:

______________________________________________

Enquiry/Contract No.

______________________________________________

90

Originator:

______________________________________________

Checked by:

______________________________________________

Date:

______________________________________________

6. Brochures, catalogues, data sheets or leaflets

These are retained in the Main Office and are for general information only and are

uncontrolled. As a new one is received the old version will either be scraped, or if it contains

useful information it will be lined through on the front cover and endorsed ‘Superseded’ and

initialled and dated.

Aros Glas AB products contain an important element of item/subassemblies designed and

made by others. As these products are improving all the time, it is necessary to be fully aware

of the specification of current models, whilst being able to identify obsolete models for spares.

Hence a sticker/stamp is placed on the front of each catalogue stating:

Date received ……………………………………………………………

Date superseded …………………………………………………………..

The catalogues are controlled with a record book with the headings: Supplier/Catalogue

description/Date received/Date superseded. The superseded catalogues are kept in the Main

Office, as these are invaluable and in many cases irreplaceable. They should not be removed

from the Aros Glas AB Office.

7. Electronic Data

91

Where documents are stored on electronic media it is essential that the following controls

apply:

(i) Maintain a copy on the server

(ii) Back up files once a week on the server

8. Uncontrolled documents

These are cases where documents, booklets, tables, charts etc. are no longer current but it is

desirable to keep them as general background information or for legal records. All such

documents will be stamped as ‘Uncontrolled for general information only’. If the specific

information is required for a project/contract a current copy of the information will be

obtained.

9. Issue of the Quality Policy

The Quality Policy is displayed at strategic locations throughout the factory. As the number is

small these will be personally controlled and changed by the Managing Director or Site

Manager.

10. Documents or Data that are ‘Free-issue’ or customer property

It is also understood that customer property can include intellectual property such as designs,

drawings, commercial-in-confidence information, etc. Such customer property will not be

photocopied for supply to others, or used by Aros Glas AB on our own products.

If we have visitors to Aros Glas AB, due care will be taken to ensure that the visitors do not

have sight of their competitors’ work or designs.

92

Aros Glas AB


The procedure covering quality, inspection and test records


Issue No.

Date of Issue

Prepared by:

Authorised by:

The procedure covering quality, inspection and test records

93


The purpose of this procedure is to:

(a) summarise the contents of the other procedures with regard to maintaining records of

Quality Documents, Inspection and Test Records. These are covered in the other

Operating Procedures but this will provide a complete checklist. There are other

records kept but these are not controlled and are for general-business information or

administration;

(b) summarise the records retained to assist Aros Glas AB defend any product liability

claim. These are retained for 15 years. IMPORTANT

2. Responsibility

The Managing Director or upper management have the responsibility to ensure records are

adequate and correct.

The day-to-day administration has been delegated to the Accountant. All managers, and staff

have responsibility for their appropriate records within this procedure.

3. Implementation

The records listed are taken and maintained and filed in order to prevent loss and allow easy

retrieval. The retention time and methods of disposal are also shown. In general all records

will be identifiable to the applicable product, service, process product, etc. They will identify

who completed the record by signature with the applicable date e.g. they will record ‘what’ the

document is, ‘who’ authorised it, and ‘when’ it was issued or amended. All records will be in

permanent material and be clearly legible.

94

Aros Glas AB


The procedure covering Quality Objectives and Continual Improvement


Issue No.

Date of Issue

Prepared by:

Authorised by:

95

The procedure covering Quality Objectives and Continual

Improvement


The purpose of this procedure is to ensure that the Top Management sets Quality Objectives

that are important, achievable and measurable.

Furthermore, that there is a practical and managed process of continual or step-by-step

improvement.

2. Responsibility

To ensure it is taken seriously and to achieve results, the process is controlled by the

Managing Director and Site Manager.

3. Implementation

The need for setting Quality Objectives and achieving continual improvement is addressed in

the Quality Policy Statement and also in appropriate parts of the Quality Manual.

This is pursued on two levels:

(a) Overall system and management processes or company objectives.

(b) Practical small quality improvement projects or jobs.

(a) Overall system or company objectives

These are discussed, set and recorded as an agenda item at the Management Review

meeting.

(b) Practical small quality improvement projects or jobs

96

At the Management Review meeting or throughout the year suggestions will be made

to the Quality Manager for a job that can improve the system, the processes, the

facilities or the product.

These will be approved by the Managing Director or Site Manager.

A small project file will be started by the designated project manager to record the

programme and steps taken in the project to achieve a successful outcome. Once

successful outcome the file will be passed to the Managing Director or Site Manager

and filed for reference.

97

Aros Glas AB


The procedure covering Internal and External Communication


Issue No.

Date of Issue

Prepared by:

Authorised by:

The procedure covering internal and external communication

98


To demonstrate and explain to external bodies how these are co-ordinated.

2. Responsibility

The Managing Director to ensure the process exists and to encourage a culture of openness,

lack of blame, with spirit of continual improvement for mutual benefit.

3. Implementation

External communication

At the Contract Review Stage the offer document to be sent or the acceptance/or order is

reviewed. If appropriate, or if we are in any doubt as to the stated requirements we will

always and immediately communicate with the customer to ensure we are both exactly on the

same wave length.

At Aros Glas AB we are aware that it is vital to strive for excellence and to be the best.

However this can be worthless if our customers do not have a high opinion or perception of

our ability, or the customer is not satisfied. We seek to find out and raise the customer’s

perception of our strengths and abilities by:

• Company Brochures and leaflets

• Internet marketing

• Aros Glas AB employees: it is part of their job description and responsibility to

effectively communicate with the customer

Internal communication

As well as general information on the company and its products it must include information

on the effectiveness of the Quality System and get across the relevance and importance of all

the employees contribution. This is achieved via management review meetings where the

managers are requested and cascade suitable information down.

99

Also they are requested to solicit improvements and views from the shop floor and

intermediate level to cascade opinions, fears, suggestions etc. upwards.

It is considered essential that this happens. This is achieved by having weekly meetings with

all workers and maintaining an open and honest relationship with the employees.

Management advises all staff on the current state of the company, changes, improvements,

errors made etc. The information is prepared for Monday morning by the Site Manager only.

100

13.5 Environmental Policy Manual The Environmental Policy Manual was created to establish a formal environmental policy at Aros Glas AB. This was created by our thesis team and discussed with the Managing Director.

THE ENVIRONMENTAL POLICY MANUAL OF

AROS GLAS AB

This is copy number …….. Issued to ……………………

This is a controlled copy

Authorised and signed by ………………………….. (Managing Director )

101

Aros Glas

AB

ENVIRONMENTAL POLICY The management and all who work at Aros Glas AB are committed to the care of the environment and the prevention of pollution. The organisation ensures that all its activities are carried out in conformance with the relevant Swedish environmental legislation. The organisation seeks to minimise waste arisings, promote recycling, reduce energy consumption, reduce harmful emissions and, where possible, to work with suppliers who themselves have sound environmental policies. An essential feature of the environmental management system is a commitment to improving environmental performance. This is achieved by setting annual environmental improvement objectives and targets which are regularly monitored and reviewed. The objectives and targets are publicised throughout the organisation and all staff are committed to their achievement. In order to ensure the achievement of the above commitments, the organisation has implemented an environmental management system which satisfies the requirements of ISO 14001 : 1996. This Policy and the obligations and responsibilities required by the environmental management system have been communicated to all employees. The Policy is available to the public on request. ___________________________ ______________ Managing Director Date

Contents

Environmental Policy

0. Introduction to Aros Glas AB

1. Environmental management system

102

2. Environmental policy

3. Planning

4. Implementation and operation

5. Checking and corrective action

6. Management review

Appendix A. Structure of the Environmental Management System

0. INTRODUCTION TO AROS GLAS AB

Aros Glas AB is a glass installing company specialising glass service jobs, metal work and

car window repair. It has been trading since 1962.The organisation is located at Köpingsvägen

16 and currently employs approximately 15 people.

Aros Glas AB is committed to protecting the environment, and to this end has created and

implemented an environmental management system which is described in this Environmental

Management Manual.

The organisation is registered to the quality management Standard ISO 9001, and where

possible the requirements of ISO 14001 and ISO 9001 have been integrated into a common

management system.

1 ENVIRONMENTAL MANAGEMENT SYSTEM

As required by Clause 4.1 of the Standard, Aros Glas AB has created and implemented an

environmental management system (EMS) which conforms to the requirements of BS EN

ISO 14001 : 1996, hereafter referred to as ISO 14001.

The EMS is structured by means of the following documents:

Environmental Policy.

• Environmental Manual.

• Registers of Environmental Aspects and Environmental Legislation.

103

• Operating Procedures.

2 ENVIRONMENTAL POLICY

As required by Clause 4.2 of the Standard, Aros Glas AB’s commitment to the environment is

set out in the Environmental Policy. The Policy is signed by the Managing Director, is

displayed on the notice board and has been communicated to all employees. The policy

statement is printed at the front of this Manual.

The Policy is supported by specific objectives and targets which are reviewed annually.

3 PLANNING

3.1 Environmental aspects

As required by Clause 4.3.1 of the Standard, the organisation has examined its activities and

services to determine which of them have an impact on the environment, and where possible

the impact has been measured. The results of the analysis are presented in a Register of

Environmental Aspects.

The relative significance of the various aspects is a factor which influences the selection of

items for inclusion in environmental improvement and action plans. Guidance on how to rate

the significance of aspects is given in Operating Procedure 13 ‘Environmental objectives and

targets’.

The information on environmental aspects is reviewed and updated as part of the internal

environmental audit programme (see paragraph 5.4).

104

3.2 Legal and other requirements

As required by Clause 4.3.2 of the Standard, the organisation has determined

which environmental legislation and regulations and any relevant codes of

practice apply to its activities. The information on legal and other requirements

is presented in a Register of Environmental Legislation.

Operating Procedure 17 ‘Document control’ contains instructions on how to

keep the Register up-to-date.

If changes to legislation require the organisation to make changes in the way it operates, the

relevant Operating Procedures will be revised or new Procedures will be written.

3.3 Objectives and targets

As required by Clause 4.3.3 of the Standard, the organisation sets environmental improvement

objectives and targets. Annually, the Managing Director at an environmental management

review meeting reviews the information contained in the Registers of Environmental Aspects

and Environmental Legislation, and selects which items shall be adopted as objectives and

targets for the coming year.

In setting these objectives and targets, the organisation is mindful of:

• The environmental Policy.

• The relative importance of the environmental aspects.

• Relevant legislation, etc.

105

• The view of any interested parties.

• The need to prevent pollution in general.

Operating Procedure 13 ‘Environmental objectives and targets’ describes the process of

evaluating and ranking environmental aspects.

3.4 Environmental management programme

As required by Clause 4.3.4 of the Standard, each objective or target is set out in an

environmental action plan which states the objective of the plan, who shall be responsible for

managing the project, and the stages and timescale.

The progress of environmental action plans is monitored by the Environmental Manager and

is reviewed at subsequent environmental management review meetings.

The process is described in Operating Procedure 13 ‘Environmental objectives and targets’.

When new products and processes are being developed, Operating Procedure 14 ‘New

products and processes’ requires an assessment of the environmental implications of the

development.

Specific Operating Procedures are introduced when they are needed to ensure the adequate

implementation of any part of the environmental programme.

4 IMPLEMENTATION AND OPERATION

4.1 Structure and responsibility

As required by Clause 4.4.1 of the Standard, the Managing Director has set up a management

structure and has allocated responsibilities for environmental activities so that there is

effective management of the EMS.

106

The organisation’s management structure is shown in the chart on the back of this Manual.

The responsibilities of individual jobs which have an input to environmental performance are

described in the following paragraphs.

The Managing Director also ensures that adequate resources in terms of people, skills and equipment

are available to allow the proper exercise of these responsibilities.

Managing Director

The Managing Director has overall responsibility for the policies and activities of the

organisation. He or she chairs the environmental management review meetings, has the

ultimate responsibility for setting environmental objectives and targets, and authorises the

Environmental Policy.

All Directors and Managers

All Directors and Managers are committed to the Environmental Policy.

They are responsible for ensuring that they and their staff are aware of the requirements of the

EMS and for training them in the specific environmental responsibilities of each job.

Environmental ‘management representative’

The Managing Director has appointed a senior manager who, in addition to his or her other

responsibilities, acts as the ‘management representative’ with responsibility for ensuring that

the requirements of the Standard are implemented and maintained. This person is called the

Environmental Manager.

The Environmental Manager’s responsibilities are:

• To set up the EMS in accordance with the requirements of ISO 14001.

107

• To keep the EMS up to date.

• To obtain authorisation of environmental documentation and to control its distribution

and revision.

• To keep environmental records.

• To monitor the progress towards the attainment of environmental objectives and targets.

• Dealings with statutory bodies.

• Environmental awareness training.

• To arrange internal environmental audits.

• To report on environmental performance to the management environmental review

meeting.

Company Manager

The Company Manager is responsible for the control of the environmental aspects related to

all manufacturing activities and for emergency procedures.

Worker

The worker and staff are responsible for maintaining work station and equipment so that it

performs reliably.

108

4.2 Training, awareness and competence

As required by Clause 4.4.2 of the Standard, all staff and new recruits receive environmental

awareness training which includes the Environmental Policy, the major environmental

impacts of the organisation’s activities and an introduction to the EMS.

All staff are trained in the specific environmental impacts and responsibilities of their jobs, in

emergency procedures and in the potential consequences of departing from the specific

procedures. Where a job has the potential to cause significant environmental impacts, care is

taken that job holders are competent to do the job.

Training needs are identified and the training is provided. Training records are kept.

Operating Procedure 15 ‘Environmental training’ applies.

4.3 Communication

As required by Clause 4.4.3 of the Standard, procedures have been implemented for receiving,

documenting and responding to communications from external sources on environmental

subjects including complaints and requests for information.

The requirements of the EMS are communicated to staff through training and the distribution

of Operating Procedures (and Work Instructions). Any matter requiring immediate attention is

notified to staff by memo.

The organisation has decided to make information on its significant environmental aspects

publicly available.

Operating Procedure 16 ‘Environmental communications’ applies.

109

4.4 Environmental management system documentation

As described in Section 1 of the Manual and as required by Clause 4.4.4 of the Standard, Aros

Glas AB has established a two (OR three) level EMS, namely:

• The Manual.

• Operating Procedures.

supported by:

• The Register of Environmental Aspects.

• The Register of Environmental Legislation.

Appendix A contains a cross referencing of the clauses of the Standard to the paragraphs of

this Manual, the Operating Procedures and other relevant documents.

(Some parts of the environmental programme are administered in a similar way to the

corresponding part of the organisation’s quality management system. In these cases Operating

Procedures have been written which apply to both environment and quality.)

4.5 Document control

As required by Clause 4.4.5 of the Standard, Operating Procedures have been implemented

for controlling all the documents which comprise the documented EMS, so that:

• They can be located.

• They are reviewed and revised as necessary.

• They are authorised before release and are circulated to named people or locations.

• Obsolete documents are removed from the locations where they are used.

110

• Documents which need to be retained for historical or legal purposes are clearly marked

as withdrawn.

Operating Procedure in ISO 9001‘Document control’ refers.

Documents to be retained and their retention times are listed in Operating Procedure in ISO

9001‘Environmental records’.

4.6 Operational control

As required by Clause 4.4.6 of the Standard, Operating Procedures have been written and

implemented where they are needed to ensure compliance with the Environmental Policy,

legal requirements, control of significant environmental aspects and progressing the

environmental improvement plan.

The following Operating Procedures relate to the control of operations:

Operating Procedure

Title

OP 1 Disposal of controlled wastes OP 2 Waste handling and segregation OP 3 Environmental communications OP 4 Energy control and monitoring OP 5 Company cars OP 6 Environmental objectives and targets OP 7 New products and processes OP 8 Monitoring and measuring equipment 9001 OP 9 Document control 9001 OP 10 Environmental training 9001 OP 11 Maintenance 9001 OP 12 Nonconformance, corrective and preventive action 9001 OP 13 Environmental records 9001 OP 14 Internal environmental audits 9001 OP 15 Management review 9001

4.7 Emergency preparedness and response

As required by Clause 4.4.7 of the Standard, possible emergency situations have been

identified and Operating Procedures written to keep control of the situation and to overcome

111

any consequential environmental impacts. In other cases, emergency conditions are identified

within Operating Procedures in ISO 9001.

5 CHECKING AND CORRECTIVE ACTION

5.1 Monitoring and measurement

As required by Clause 4.5.1 of the Standard, monitoring and measurement activities are

controlled as follows:

• Internal auditors are required to draw attention to any environmental aspect which they

feel is not adequately represented or controlled in the EMS. Operating Procedure 21

‘Internal environmental audits’ refers.

• The action plans leading to the achievement of environmental objectives and targets are

regularly reviewed to ensure that satisfactory progress is being made. Operating Procedure

13 ‘Environmental objectives and targets’ refers.

5.2 Nonconformance, corrective and preventive action

As required by Clause 4.5.2 of the Standard, any nonconformance or incident with

environmental significance is recorded and investigated, steps are taken to control any impact

caused, and when appropriate and depending on the seriousness of the incident, corrective or

preventive action is taken to prevent a recurrence. When necessary, Operating Procedures will

be revised or new procedures written.

Environmental incidents may arise from:

• A failure to observe Operating Procedures.

• Inadequate Operating Procedures.

• Unforeseen circumstances e.g. abnormal operating conditions.

112

• Emergencies.

• Complaints.

Operating Procedure 19 ‘Nonconformance, corrective and preventive action’ refers.

5.3 Records

As required by Clause 4.5.3 of the Standard, all documents and records which form part of the

EMS are defined, identified, collated, indexed, filed and stored securely so that they will not

deteriorate and can be retrieved. Retention times are defined.

Back-up procedures are implemented for records which are held on computer.

Operating Procedure 20 ‘Environmental records’ refers.

5.4 Environmental management system audit

As required by Clause 4.5.4 of the Standard, internal environmental audits are carried out to

determine that the EMS has been properly implemented and maintained and that it conforms

to the requirements of the Standard.

Auditors are appointed and trained. An audit schedule is prepared annually so that every audit

topic is audited at least once a year; the frequency of audits depends on the importance of the

topic and the outcome of previous audits. Audits are planned to examine each aspect of the

relevant part of the Manual and the related Operating Procedures (and Work Instructions).

Auditors are also required to be alert to the environmental impact of the activities they are

auditing and to draw attention to any aspect which they feel is not adequately represented or

controlled in the EMS.

113

Audit reports are written and recommendations for corrective or preventive action are made

and agreed when necessary which are implemented and followed up.

Audit findings and actions taken are reported to the environmental management review

meetings.

6 MANAGEMENT REVIEW

As required by Clause 4.6 of the Standard, the Managing Director and other Managers meet

every 3 to review the EMS to ensure its continuing suitability for the needs and objectives of

the organisation, and its adequacy and effectiveness. The meeting also sets and progresses

environmental objectives and targets.

The agenda includes the following items:

• Review of any actions outstanding from previous meetings.

• Review of environmental performance arising from non-conformities and incidents,

complaints and audit findings.

• Confirmation of preventive actions.

• Review of progress towards the achievement of environmental objectives and targets.

• Review of the Environmental Policy, Environmental Management Manual and

Operating Procedures to ensure they are still consistent with, and relevant to, the overall

policies and objectives of the organisation.

• Review of the Register of Environmental Aspects and their relative environmental impacts,

leading to the setting of new environmental objectives and targets.

• Setting improvement action plans.

114

• Review of environmental training needs.

Notes of action points are distributed and followed-up to completion.

Operating Procedure 22 ‘Management review’ refers.

Appendix A

STRUCTURE OF THE ENVIRONMENTAL MANAGEMENT SYSTEM

Clause of ISO 14001

Title Manual paragraph no

Related documents

4.1 Environmental management system

1 -

4.2 Environmental policy

2 -

4.3 Planning

4.3.1 Environmental aspects 3.1 Register of Environmental AspectsOP 13 Environmental objectives and targets

4.3.2 Legal and other requirements

3.2 OP 8 from ISO 9001 The procedure for Control of Documents/Data

4.3.3 Objectives and targets 3.3 OP 13 Environmental objectives and targets

4.3.4 Environmental management program

3.4 OP 13 Environmental objectives and targets

4.4 Implementation and operation

4.4.1 Structure and responsibility

4.1 -

4.4.2 Training, awareness and competence

4.2 OP 6 from ISO 9001 The procedure for Training

4.4.3 Communication 4.3 OP 16 Environmental communications

4.4.4 EMS documentation 4.4 -

115

4.4.5 Document control 4.5 OP 8 from ISO 9001 The procedure for Control of Documents/Data

4.4.6 Operational control 4.6 ALL OPs in ISO 14001

4.4.7 Emergency procedures and response

4.7 OP 3 in ISO 9001 The procedures for controlling Aros Glas AB processes, including in-process and final inspection and testing.

4.5 Checking and corrective action

4.5.1 Monitoring and measurement

5.1 OP 6 Environmental objectives and targets OP 3 in ISO 9001 The procedures for controlling Aros Glas AB processes, including in-process and final inspection and testing.OP 7 in ISO 9001 The procedure for Management Review, Internal Audits and corrective/preventive actions

4.5.2 Non-conformance and corrective and preventive action

5.2 OP 7 in ISO 9001 The procedure for Management Review, Internal Audits and corrective/preventive actions

4.5.3 Records 5.3 OP 7 in ISO 9001 The procedure for Management Review, Internal Audits and corrective/preventive actions

4.5.4 EMS audit 5.4 OP 7 in ISO 9001 The procedure for Management Review, Internal Audits and corrective/preventive actions

4.6 Management review 6 OP 7 in ISO 9001 The procedure for Management Review, Internal Audits and corrective/preventive actions

116

13.6 Environmental Management Operating Procedures The Environmental Mamangement Operating Procedures follow a similar structure to the Quality Management Operating Procedures. They were written and edited by our thesis team and have been discussed with the Managing Director at Aros Glas AB.

Aros Glas AB ISO 14001

OPERATING PROCEDURE No 1.

Disposal of controlled wastes


Issue No.

Date of Issue


Authorised by:

Disposal of controlled wastes


This procedure ensures that only licensed waste carriers are used to remove wastes, and that

disposals of controlled waste are correctly documented as required by the Environmental

Protection Law in Sweden.

117

2. Responsibility

The Site Manager is responsible for selecting waste carriers and checking that they have a

valid carrier’s licence, for signing and receiving Controlled Waste Transfer Notes when waste

is removed and for filing Transfer Notes.

3. Checking waste carrier licences

3.1 Checking

Before placing an order or a contract with a waste carrier, the carrier shall be asked to provide

a copy of his Waste Carrier Licence.

Check with the issuing office of the Environment Agency that the licence is still valid. This

can be done by telephone.

Record the fact of the check on the copy licence.

3.2 Exceptions

Note that the local Council is not required to hold a waste carrier’s licence for its own waste

carrying activities.

Note that charities can be exempted from the requirement to hold a licence. Check that they

have officially obtained an exemption.

3.3 Filing

Licences shall be filed by the Site Manager.

3.4 Annual check

There shall be an annual check with the Environment Agency that licences are still valid. The

outcome of the check shall be recorded on the copy licence.

118

3.5 Expiry of licences

New copy licences shall be obtained when a licence expires.

4. Disposal of controlled waste

4.1 Definition

Controlled waste includes all wastes produced by Aros Glas AB.

4.2 Controlled Waste Transfer Notes

All transfers of waste shall be documented on a Controlled Waste Transfer Note. Any

member of staff responsible for handing over waste to a Waste Carrier must sign a Transfer

Note, unless an annual Transfer Note (see paragraph 4.3) is in effect.

The Note is normally provided by the Waste Carrier. If no Transfer Note is available, the

form in Annex A can be photocopied.

4.3 Annual Transfer Notes

The Site Manager shall decide whether to document all regular transfers for up to a 12-month

period on an annual Transfer Note.

All transfers using an annual Transfer Note must:

• Be the same category of waste

• To the same Waste Carrier

• Transferred at the same location

4.4 Transfer Note information

Transfer Notes shall contain the following information:

• Description of the waste

119

• How it is contained

• Quantity – which can be in units such as skips, sacks, drums

• Name and address of Aros Glas AB

• Name and address of the waste carrier

• The waste carrier’s registration number

• The address where the transfer took place

• Date of the transfer (or start and finish date for multiple transfers)

• Signed by the organisation’s representative

• Signed by the representative of the waste carrier, e.g. the driver.

4.5 Records

Completed Transfer Notes shall be filed, and retained for two years from the date of expiry.

120

Aros Glas AB


Waste handling and segregation


Issue No.

Date of Issue


Authorised by:

121

Waste handling and segregation


This procedure sets out how wastes which arise across the site shall be segregated and stored so that

recovery and recycling can be maximised and the correct disposals made.

2. Responsibility

All staff are responsible for the correct handling, segregation and storage of waste materials, for

processing waste plastic sheet, for emptying rejected bottles of product, for moving waste containers

to the yard, ready for collection, for the segregation of office wastes and for removing office wastes.

The Site Manager is responsible for the disposal of wastes.

3. Factory

3.1 Waste segregation

Waste arisings shall be segregated at the point of arising and stored as follows:

Ferrous scrap Yellow skips

Ferrous swarf Blue bins

Non-ferrous metals White bins

Cardboard boxes To be flattened and stacked on pallets

Waste oils Red drums

Oily rags Red bins

122

Plastic sheet packaging To be de-labelled and baled (see 3.2 below)

Pallets Stacked

Reject bottles, including bottles filled with

product

Cages (see 3.4 below)

General rubbish Black bins

3.2 Waste plastic sheet packaging

There are scissors at the baling station. All labels shall be removed from the plastic sheet and disposed

of as rubbish.

The plastic sheet shall be placed in the wall-mounted baler. When the baler is full, the piston shall be

pulled down to create bales.

3.3 Waste handling in the factory

Waste containers when full shall be moved to:

Yellow skips (ferrous scrap) Empty into large yellow skip (yard)

Blue bins (ferrous swarf) Empty into large swarf skip (yard)

123

White bins (non-ferrous materials) Skip in stores

Pallets of cardboard Strap. Move to despatch area in stores.

Red drums (waste oils). Red bins (oily rags)

To be sealed. Store in the covered bunded area.

Bales of plastic film Stack on pallets. Strap. Move to despatch area in stores.

Stacked pallets To designated area (yard)

Cages of reject bottles from factory To reprocessing area

Cages of reject bottles from reprocessing area (see 3.4 below)

Move to despatch area in stores.

Drums of reject product To be sealed. Store in the covered bunded area.

General rubbish Covered skip

3.4 Reject bottles of product – reprocessing area

The contents of bottles shall be poured into drums. The drums shall be sealed and labelled.

The empty bottles shall be caged, ready for disposal.

4. Offices

4.1 Waste segregation

Clean waste paper Octabins

Toner cartridges Box by photocopier

124

General rubbish Waste bins

4.2 Waste handling

Waste paper To designated covered skip (yard)

Toner cartridges Collected by service engineer

General rubbish Covered skip

5. Disposal

The Site Manager shall advise the whole staff when bins, skips etc. are ready for disposal.

The Site Manager shall make arrangements with contractors for the removal of wastes (see Operating

Procedure 1 ‘Disposal of controlled wastes’

125

Aros Glas AB


Environmental communications


Issue No.

Date of Issue


Authorised by:

126

Environmental communications


This procedure ensures that all communications received by the organisation from external parties

relating to its environmental performance are properly handled.

The procedure also addresses the requirements for communication within the organisation relating to

the environment.

2. Responsibility

Any member of staff receiving complaints or communications from external parties shall pass them to

the appropriate person for investigation and action.

The Site Manager has the main responsibility for responding to requests, but shall seek advice if

necessary.

The Site Manager is responsible for circulating environmental information within the organisation.

3. External complaints

Any member of staff receiving a complaint about environmental performance from an external source

shall direct the complainant to the Site Manager, or if the Site Manager is not available, to Accountant.

The details of the complaint shall be entered on a Nonconformance/Incident Report:

• Complainant’s name, address and telephone number.

• Details of the complaint.

• Day and time the problem occurred.

127

The complaint shall be explored in sufficient detail for the likely source of the problem to be

identified.

The Site Manager shall investigate the complaint; this shall include consideration as to whether the

incident is likely to create an environmental hazard.

The complaint shall be followed up as set out in Operating Procedure 7 in ISO 9001

‘Nonconformance, corrective and preventive action’.

The Site Manager shall respond to the complainant.

4. Requests for information

Requests for information, either from trading partners e.g. customers, or the general public, shall be

directed to the Site Manager. The Site Manager shall confer with the Managing Director if there is

any doubt about how to reply, e.g. the matter may be confidential. The Site Manager shall respond to

the enquirer.

If appropriate, the Site Manager is authorised to release an ‘uncontrolled’ copy of the Environmental

Policy or the Environmental Management Manual.

Note that the Environmental Policy shall be freely available to the public and other interested parties

on request.

5. Internal communications

The requirements of the environmental management system are communicated to all staff through:

• Training (see Operating Procedure 6 in ISO 9001in ‘Environmental training’ section).

• The distribution of Operating Procedures (see Operating Procedure 8 in ISO 9001 ‘Document

control’).

128

Any defects found in the operation of the environmental management system requiring immediate

attention shall be circulated by memo.

6. Communication with regulators

The Site Manager shall be the organisation’s representative in all dealings with the regulators e.g.

Environmental Agency, local authority.

129

Aros Glas AB


Energy control and monitoring


Issue No.

Date of Issue


Authorised by:

Energy control and monitoring


This procedure describes the actions to be taken to reduce energy (gas and electricity) consumption,

which is one of the organisation’s environmental improvement objectives.

130

This procedure sets out how energy consumption shall be controlled and monitored.

2. Responsibility

All staff are responsible for conserving electricity and heat.

The Electrician is responsible for the ongoing programme of introducing sensors and other energy

saving devices, and for programming the 7-day clock.

The Site Manager is responsible for checking for compressed air leaks.

The Site Manager is responsible for meter readings.

The Site Manager is responsible for analysing the consumption figures and initiating any necessary

corrective action.

3. Control of electricity usage

All lights shall be turned off when daylight is sufficient or the room etc. is not in use.

There is an on-going programme to install sensors in common areas, e.g. reception, corridors, toilets.

All computers shall be programmed to power down/power off VDUs when the computer is idle.

There shall be weekly checks for leaks in the compressed air system. Leaks shall be mended. The

compressor shall be turned off one hour before the end of the working day; the receiver holds

sufficient air for operations to continue.

4. Control of heating

All central heating radiators are thermostatically controlled. If an area becomes too hot, reduce the

thermostat before opening windows. All windows shall be closed when a room is vacated.

Doors into the factory and warehouse shall be kept shut when not in use. Doors with high levels of

traffic will be fitted with automatic opening doors or air curtains in due course.

131

The 7-day control clock shall be reset each week to conform to the working pattern in the next seven

days.

5. Energy monitoring

5.1 Meter reading

The Gas Company’s, Electricity Company’s and the company’s own sub meters shall be read on the

first Monday of every month.

Meters are located at:

Gas Company Meter house (yard)

Electricity Company Sub-station

Office sub-meter Switch room

Factory sub-meter Switch room

The readings shall be entered on the clipboard sheet kept in each location.

5.2 Analysis

The readings and the number of working weeks that have elapsed since the previous reading shall be

entered into the computer spreadsheet.

The consumption for each location shall be plotted on the annual graph and compared with the

previous year and with the planned consumption for the current year.

Any significant deviations from plan shall be investigated, and the findings discussed with the

managers or staff responsible for the department or area. Corrective action shall be taken.

132

5.3 Reporting

Progress, findings and a report on any corrective action taken shall be reported to the environmental

management review meeting.

133

Aros Glas AB


Company cars


Issue No.

Date of Issue


Authorised by:

134

Company cars


This procedure ensures that the administration of the car fleet, the selection of cars and driving skills

are carried out in a way which will minimise environmental impact.

2. Responsibility

The Company Accountant is responsible for the operation of the company’s car fleet, and for

monitoring environmental performance.

All drivers shall drive with due attention to fuel economy and tyre wear.

3. Selection of cars

When a new car is to be purchased, the Company Accountant shall select cars taking into account the

emissions indices published by the Department of the Environment, Transport and the Regions

4. Driving skills

The company shall arrange for every company driver to attend a driving skills course, with particular

emphasis on defensive driving, fuel economy and preserving tyre life.

5. Records

All drivers shall keep a record of the quantity of fuel purchased and mileage travelled, and of tyres

purchased and mileage travelled.

These figures shall be given to the Company Accountant every month, to be entered into the computer

spreadsheet to calculate consumptions.

Where a driver shows an abnormal level of miles per litre, or of miles per tyre, the situation shall be

investigated.

136

Aros Glas AB


Environmental objectives and targets


Issue No.

Date of Issue


Authorised by:

137

Environmental objectives and targets


This procedure sets out how the organisation shall determine the relative significance of

environmental aspects, set objectives and targets for improvement, and set the resulting action plans

and progress them to completion.

2. Responsibility

The Sitel Manager is responsible for ranking the significance of environmental aspects, presenting the

results to the environmental management meeting, writing and circulating environmental action plans,

progressing the plans and reporting to management.

The environmental management review meeting sets improvement plans.

Designated people manage improvement plans to completion.

3. Determining the significance of an environmental aspect

3.1 Definitions

Normal This includes all normal operations occurring on site.

Abnormal This includes reasonably foreseeable situations that do not involve the emergency services.

Emergency This includes any incident that does or could involve the emergency services.

Each aspect defined in the Register of Environmental Aspects shall be rated against each definition.

Note that all the definitions may not always apply, e.g. some aspects may never create abnormal or

emergency conditions; other aspects may only come into play if there is an emergency.

138

3.2 Relative significance of environmental aspects

The relative impact shall be calculated using the following equation:

Impact = Frequency of occurrence x Severity using the following scale:

Frequency of Occurrence Severity

Description Factor Description Factor

Unlikely (less than once a year) 1 Minimal environmental impact 1

Common (monthly/several times a year)

2 Low environmental impact 2

Frequent (daily/weekly) 3 Moderate environmental impact 3

High environmental impact 6

Severe environmental impact 10

‘Severity’ shall take into account the following:

• The scale of the operation, (e.g. although car emissions on a national scale have a severe

environmental impact, your severity will be low if you only have two company cars).

• If prosecution because of failing to observe the law will have an adverse effect on the

organisation’s finances or reputation, a higher severity rating may be justified than that which

would be related to the environmental impact on its own.

3.3 Ranking significance

The Site Manager shall prepare a significance table to rank the aspects and their significance, using the

‘Significance of environmental aspects’ form (see Annex A).

3.4 Review

The Register of Environmental Aspects and the significance of aspects shall be reviewed and updated

at least annually, and also if there is any significant change to processes, equipment or operational

practices. Note shall be taken of any incidents, complaints or audit findings.

139

4. Setting improvement objectives and targets

4.1 Management review

The environmental management review meeting shall use the significance table to select which aspects

shall be included in the environmental improvement programme and which shall be subject to formal

Operating Procedures.

As a guide, aspects showing a significance of 6 or more shall always be reviewed. Aspects with a

significance less than 6 shall be actioned as the opportunity arises.

The objective and target setting activity shall also take into account:

• The Environmental Policy.

• Legislation.

• The views of any interested parties.

• The need to prevent pollution in general.

4.2 Environmental improvement plans

Each objective or target shall be set out on an Environmental Action Plan (see Annex B) which shall

state:

• The objective or target.

• The stages of the project.

• The timetable.

• Who is responsible for managing the project.

Environmental Action Plans shall be circulated to the people concerned.

140

5. Progressing and review of improvement plans

The progress of improvement shall be monitored and recorded on the Environmental Action Plan.

Progress to date shall be reported at each environmental management review meeting. Plans shall be

updated or revised as decided by the meeting.

141

13.7 Operating Procedure Summary and Recommendations for Aros Glas AB

Aros Glas OP Summary Some Definitions Top management:

Managing Director: Johan Falk Site Manager: Fredrik Hedin

Upper management: Managing Director: Johan Falk Site Manager: Fredrik Hedin

Contractor: Johan Kajving Accountant/Administrator Maria Falk Note:

The highlighted texts in the OPs are areas we discussed that Johan and Fredrik need to make a decision on. Yellow marks areas in the OPS that Johan and Fredrik must decide on Green Highlight is something that we decided needs to be implemented Grey highlight is to note important decisions and possibly some suggestions from us

142

Operating Procedures (OP) OP 1 Procedure for review and approval of offers, review and acceptance of contracts and any subsequent amendments Concerns: Upper Management Johan and Fredrik must decide Section:

• 3.1 details about a contract folder,

Possible items to implement that we discussed: • Make a checklist for large contracts Template (Annex B) • Make a Site Meeting Report Template (Annex C) • Make an Acknowledgement of Order Template (Annex D)

OP 2 Purchasing Procedure Concerns: Upper Management, Heavy Aluminum Glazier and Car Window Master Johan and Fredrik must decide Section:

• 2.1 Decide who can make purchase orders • 3.1 Make a list of suppliers (annex A) • 3.2 Do we want to keep track of evaluation records for suppliers (Annex B)? • 4.1, 4.2 Decide if all purchase orders need to be written • 4.3 Implement a Purchase Order Template (Annex D) • 4.4 Decide who reviews Purchase orders (Upper management?), What happens when

we write a purchase order? Where do we keep it? • 4.5 Decide on procedure when buying from unapproved supplier • 4.7 Decide on amendments to purchase orders

143

OP 3 The procedure for controlling Aros Glas AB processes, including in-process and final inspection and testing. These procedures include controls to cover requirements for handling, storage, packing, preservation and delivery Concerns: All staff Johan and Fredrik must decide Section:

• 3 We have created a flow chart already can add it as an attachment, for easy reference • 3.4 Do we want to include tolerance levels? • 3.6 How long do we store Traveling Job Cards?

Possible items to implement that we discussed:

• Traveling Job Card OP 4 The Procedure for control of materials including non-conforming product

Concerns: All staff OP 5 The procedure for control of measuring and process equipment Concerns: Site Manager OP 6 Training Procedure

Concerns: All staff Johan and Fredrik must decide Section:

• 3 Create a form outlining the steps of training • 3.2 Implement • 3.3 Implement

144

OP 7 The Procedure for management review, internal audits and corrective/preventive actions Concerns: Top Management, Auditor Johan and Fredrik must decide Section:

• 3.2 Implementation of Internal Audits, decide on dates, decide on a certification body, create a template for Audit Summary (Appendix B)

• 3.3 Suspect items to be on hold • 3.3 (v) Use a Red card? Implement a Product Corrective/Preventive Action Form

Template (Appendix D)? Create a Customer Complaint Record book? OP 8 The procedure for control of documentation/data Concerns: Mostly Top Management, all Staff must follow procedures Johan and Fredrik must decide Section:

• 4 Decide on Certification body • 5.2 Important to Implement • 5.4 Minor Jobs • 5.6 Important to Implement • 8 Stamped uncontrolled documents

OP 9 The procedure covering quality, inspection and test records Concerns: Upper Management Johan and Fredrik must decide Section:

• 1 Time frame • 3 Do we want to Incorporate Annex A, a list of records kept ?

OP 10 The procedure covering Quality Objectives and Continual Improvement Concerns: Top Management OP 11 The procedure covering Internal and External Communication Concerns: Top Management