ABT Power Quality Manual - Elsmar



Introduction

XXX XXX Ltd. is the sole importer for XXX XXX GmbH. It provides aftermarket automotive parts from XXX X GmbH to both the XXX Customer main dealer network and authorized independent dealers. Our aim is to provide a professional, personal and competent service with a “get it right first time” philosophy. By maintaining regular contact with all our customers we have created an open door policy with them. Dealers find this of great benefit as they know someone will always be contactable during office hours and will be happy to answer any query they may have or maybe give them some advice. This helps to enhance our relationships with dealers and demonstrates our commitment to providing the highest level of customer service.

Our system

This manual describes how we run the business at XXX XXX Ltd.. It describes the systems in place and the processes we use. It follows the way of working and meets the requirements of ISO 9001, the International management system for quality.

The key parts of the system are:

• This manual

• Our policy for the system – see here (Appendix 1)

• Our documented processes – an overview is here (Appendix 2)

• Supporting documents – a listing is here (Appendix 3)

• A cross reference document to identify the standard requirements - here (Appendix 4)

• Latest list of quality system objectives and targets – see here (Appendix 5)

• Listing of Quality Management System records – see here (Appendix 6)

• Listing of regular Quality Management System activities – see here (Appendix 7)

1 System scope

The management system scope covers the full process as operated by XXX XXX Ltd. The company has no responsibility for product quality but accepts it has a duty to ensure customers are satisfied. As required by the international standard there are a number of exclusions against clauses of the standard.

• Products are not designed in house and hence clause 7.3 of ISO 9001 is not applicable.

• There is no requirement for calibration and hence clause 7.6 is not applicable.

• The company does not need to validate its processes and hence clause 7.5.2 is not applicable.

Index

1. Introduction 1

2. Our system 1

2.1. System scope 1

3. People’s roles 4

3.1. Overall responsibility 4

3.2. Responsibilities and authorities 4

4. Planning the system 4

4.1. Leadership 5

5. Objectives and measures 5

6. Our people 5

7. Our Resources 6

7.1. General 6

7.2. Infrastructure 6

7.3. Work environment 6

8. XXX XXX Ltd. main activities 7

8.1. Planning of work 7

8.2. Dealings with the customer 7

8.3. Purchasing 8

8.4. Service provision 8

9. Monitoring within XXX XXX Ltd. 9

9.1. General 9

9.2. Continual improvement 9

9.3. Audits 10

9.4. Monitoring of processes 10

9.5. Measuring of product 10

9.6. Dealing with non conforming material 10

9.7. Corrective actions 10

9.8. Preventive actions 10

10. Management system controls 10

10.1. Document issue and approval 10

10.2. Control of records 11

People’s roles

1 Overall responsibility

The Managing Director has overall responsibility for the system and develops policies, processes and procedures to form the management systems. The system is used to communicate customer and statutory requirements to all employees. The Managing Director develops objectives, targets and communicates them to employees. Measures of performance and overall system effectiveness are communicated through briefing and other methods.

2 Responsibilities and authorities

The Managing Director ensures that personnel working within the management system have the necessary authority to carry out their responsibilities. These authority levels and responsibilities are communicated within. Responsibilities may be defined in manuals, processes, procedures and work instructions.

The Managing Director team has appointed a management representative, the Operations & Logistics Manager to ensure management systems are effectively implemented and to report on performance. The management representative also promotes management systems and their role in satisfying customer and statutory requirements within the company.

The Managing Director maintains an organisation chart defining the primary areas of responsibility at XXX XXX Ltd. Click here to see the latest copy.

Planning the system

The Managing Director reviews the adequacy of existing systems to ensure they remain suitable for current and future needs of the business. Management review covers the effectiveness of the systems in the preceding period and looks forward to the next period, considering any changes to the working environment. As a result of the review any actions required to improve management system are planned and monitored. The review looks to the future and identifies opportunities for improvement and actions required to prevent problems form occurring.

The Managing Director has the responsibility for reviewing the management system. At least once a year he calls a meeting against a defined agenda addressing each of the points below. Any significant problems or changes to the way of working and an interim review may be called.

The Management review agenda must contain the following items as a minimum:

Review of quality policy and quality objectives

Results of audits and audit trends

Status of preventive and corrective actions

Changes which may affect the management systems

Characteristics and process trends and opportunities for preventive actions

Follow up actions from previous management review

Process performance (this may include summaries of the results of audit and in-process checks)

Customer feedback

Recommendations for Improvement

Resources required

People

Equipment

Information

Other resources

The Managing Director chairs the management review and ensures agenda items are covered and that actions arising are carried out including setting objectives for the following period.

1 Leadership

XXX XXX Ltd. understands the importance of satisfying customer requirements and puts in place systems to enable staff to meet these requirements. The Managing Director provides necessary focus on operational areas to ensure customers remain satisfied.

Objectives and measures

XXX XXX Ltd. works to a business plan. The business plan is used to provide the direction for the company and is used as the basis for setting objectives. To make the business plan directly accessible XXX XXX Ltd. sets objectives and measures for Quality Management System processes to ensure they continue to operate effectively and work for the business. Annually (or more frequently if market conditions require) the XXX XXX Ltd. team reviews performance against the measures and sets targets for the following period. The latest set of measures is included as Appendix C. It can be viewed by clicking here.

Our people

XXX XXX Ltd. selects people based on their ability to satisfy business needs. For an organization of this size with the range of tasks they are expected to undertake there are no specific qualifications or experience requirements for the management system. The company looks to recruit people who meet requirements and have the ability to grow with the company and contribute to its performance. XXX XXX Ltd. employs the use of full and part time staff to cope with variations in demand.

Staff operate flexibly as required by a small enterprise and cover each other’s position in the event of absence.

Where a specific training need is identified records will be retained on the individual’s training file to demonstrate successful completion.

XXX XXX Ltd. employs the services of an outside consultant who holds a copy of the international standard and advises the company of any changes to requirements.

Our Resources

1 General

On a day to day basis the responsible staff ensure resources are available to meet customer and contractual needs. Holiday breaks are managed to ensure service capability is maintained.

2 Infrastructure

The management team at XXX XXX Ltd. ensures necessary resources are available to enable personnel to carry out their duties effectively. XXX XXX Ltd. currently operates from managed offices. The service supplier has been selected on the basis of their ability to provide services needed by XXX XXX Ltd. All other infrastructure (IT Equipment, delivery vans) is maintained by company employees or competent suppliers.

3 Work environment

XXX XXX Ltd. through its office management supplier inspects, manages and maintains the work environment through inspection, development programmes and corrective action monitoring. Regular audits and inspections highlight areas for improvement.

XXX XXX Ltd. main activities

1 Planning of work

XXX XXX Ltd. has processes in place to review the needs of the different groups of customers and ensure the main processes are designed and revised to ensure they meet market requirements. All work carried out within XXX XXX Ltd. is managed and carried out in accordance with this manual.

2 Dealings with the customer

Enquiries and orders may be received through any channel (e.g. telephone, fax, mail, e-mail). Sales personnel communicate with customers – dealerships, distributors, agents, retailers – to ensure their requirements are captured and met.

XXX XXX Ltd. proactively contacts potential customers (delerships) from a list of main dealers provided by Volkswagen Audi Group in Milton Keynes. XXX XXX Ltd. targets dealers based on geographical location with the aim of an even spread of outlets. We call and arrange to send standard dealer information to them together with a selection of point of sale material. We make a follow up call up to 3 days later to make sure information has been received and to get feed back of products. If feedback is favourable we arrange a meeting at the dealership. At the meeting we suggest sales methods, targets and sales incentives for sales people, we also suggest 1 or 2 showroom / demonstration kits and a selection of cabinet accessories.

Generally we arrange special conditions for first time order.(Usually free delivery)

If we receive a purchase order at the meeting this is passed to operations

With established customers the dealership faxes a purchase order to XXX XXX Ltd  this must have a detailed description of goods, order number and total price and be signed by someone in a position of authority at the dealership.

XXX XXX Ltd. believes in understanding customer requirements and providing products that meet those requirements. Each order is entered onto the XXX XXX Ltd. sales order system and is signed by a responsible person.

3 Purchasing

XXX XXX Ltd compose a purchase order with a purchase order number and fax it to XXX Sportsline GmbH from the reference information.  

All suppliers are approved by the MD for their ability to meet XXX XXX Ltd. standards. The Managing Director calls an annual meeting to review supplier performance.

Purchase orders placed clearly define the quality expectations of the goods and services ordered.

XXX XXX Ltd. buys all products from XXX XXX GmbH. All products are purchased from XXX XXX GmbH description. The management representative updates this information and maintains a single reference set of information on the office network with a working copy on his own personal computer. Data for this reference information comes from XXX XXX GmbH newsletters, web sites etc.

4 Service provision

 XXX XXX Ltd. compose a file for the order with all the dealerships contact details and a facility for any notes regarding the order, once the order process has started the file is placed in the green folder for live orders.

 

XXX XXX GmbH fax back an order confirmation (AB-Form) to XXX XXX ltd confirming cost of the order and if it is currently in stock, if the goods aren't currently in stock XXX XXX GmbH will provide a delivery week.

 

XXX XXX Ltd generate a Proforma invoice if the the goods are out of stock or not required immediately, if the goods are ready XXX XXX Ltd will generate a standard invoice with an invoice number. The invoice will then be posted first class to the Dealership.

Once payment is received for the order XXX XXX Ltd move the file to the black folder for paid orders and send a paid invoice.

 

If it has been pre arranged by XXX XXX Ltd a delivery may be scheduled before payment is received! If this is the case the file for the order will be placed in the red file for unpaid orders.

 

 XXX XXX Ltd will fax and phone one of our approved haulage companies to set a day to pick up the orders.

 

XXX XXX Ltd email and phone XXX Sportsline GmbH with details of all the orders to be picked up by the haulage company at the arranged date.

 

XXX XXX Ltd contact the dealership to advise the delivery date for the order.

 

 Haulage company collects the orders from XXX XXX GmbH on the arranged date.

  

The orders arrive at the haulage company's UK distribution centre 3-4 days later.

 

The orders get split up according to there final destination and delivered the following day.

 

XXX XXX Ltd telephone the dealership to confirm delivery took place and everything is to their satisfaction.

Monitoring within XXX XXX Ltd.

1 General

The data used to judge the effectiveness of processes and the management systems includes internal and 3rd party audits, management review, corrective actions, employee comments, analysis of audit results and corrective action trends, results of in process checks/technical audits. XXX XXX Ltd. produces a list of objectives, targets and measures at each management review to ensure the management system is monitored and continues to deliver the overall objective of a profitable business.

All levels of staff must have input towards the effective operations of XXX XXX Ltd., staff in the business have different day to day experiences which contribute to the effectiveness of the company. It is for this reason that all staff are provided with a mechanism for reporting on the performance of company operations via the corrective action and preventive action processes.

2 Continual improvement

The structure of improvement projects may be formal or informal. Records of improvements made and projects are maintained. XXX XXX Ltd. has a policy of continual improvement, both internally and together with its customer. Objectives, targets and measures are used to drive the system.

3 Audits

Auditing of the management systems at XXX XXX Ltd. is undertaken periodically. An audit plan is produce annually. Procedures are maintained for the audit process and results are reported through management review. Auditors are competent to audit company management systems. Records of qualified auditors are maintained on site

4 Monitoring of processes

Improvement initiatives focus on the key measures included in the objectives for XXX XXX Ltd. These are published annually and reflect the core processes important to the continuing success of the business.

5 Measuring of product

Product quality is the responsibility of XXX XXX GmbH. All products offered for sale by XXX Sportsline GmbH are TuV approved before they are released for sale.

6 Dealing with non conforming material

Where non conforming material is identified either at the dealer or at the final customer XXX XXX Ltd. handles relations with the dealer (our customer) and ensures investigation / replacement takes place. All non conforming material is handled using the corrective action system. XXX XXX Ltd. feeds information on product quality to XXX XXX GmbH to enable improvement of the product.

7 Corrective actions

All non conforming material is handled using the corrective action system. Trends in non conforming material are analysed for opportunities for corrective action. These are recorded and analysed at management review. There is a procedure for corrective action.

8 Preventive actions

The procedure for corrective and preventive action identifies opportunities for ensuring non conforming product and service occurs.

Management system controls

1 Document issue and approval

Quality Management System documentation may be generated by anyone in the company. Documents are prepared for approval by the management representative and are issued with the authority of the Managing Director. A procedure for control of documentation is in place to describe the controls on documents and records.

2 Control of records

XXX XXX Ltd. maintains records that demonstrate the effectiveness of the Quality Management System. The controls in place are outlined in the document control procedure.

Amendments:

First issue – 13th September 2005

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