1. 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.
2. 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)
2.1. 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.
Uncontrolled in hard copy
Page 1 of 9
Index
1.
Introduction............................................................................................ 1
2.
Our system ............................................................................................. 1
2.1. System scope ................................................................................... 1
3.
People’s roles.......................................................................................... 3
3.1. Overall responsibility......................................................................... 3
3.2. Responsibilities and authorities .......................................................... 3
4.
Planning the system ................................................................................ 3
4.1. Leadership ....................................................................................... 4
5.
Objectives and measures ......................................................................... 4
6.
Our people ............................................................................................. 4
7.
Our
7.1.
7.2.
7.3.
Resources ........................................................................................ 5
General............................................................................................ 5
Infrastructure ................................................................................... 5
Work environment ............................................................................ 5
8.
XXX XXX Ltd. main activities .................................................................... 6
8.1. Planning of work .............................................................................. 6
8.2. Dealings with the customer ............................................................... 6
8.3. Purchasing ....................................................................................... 7
8.4. Service provision .............................................................................. 7
9.
Monitoring within XXX XXX Ltd. ................................................................ 8
9.1. General............................................................................................ 8
9.2. Continual improvement ..................................................................... 8
9.3. Audits .............................................................................................. 8
9.4. Monitoring of processes .................................................................... 8
9.5. Measuring of product ........................................................................ 9
9.6. Dealing with non conforming material ................................................ 9
9.7. Corrective actions ............................................................................. 9
9.8. Preventive actions ............................................................................ 9
10.
Management system controls ............................................................... 9
10.1.
Document issue and approval ........................................................ 9
10.2.
Control of records ......................................................................... 9
Uncontrolled in hard copy
Page 2 of 9
3. People’s roles
3.1. 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.
3.2.
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.
4. 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
Uncontrolled in hard copy
Page 3 of 9
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 inprocess 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.
4.1. 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.
5. 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.
6. 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.
Uncontrolled in hard copy
Page 4 of 9
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.
7. Our Resources
7.1.
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.
7.2.
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.
7.3.
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.
Uncontrolled in hard copy
Page 5 of 9
8. XXX XXX Ltd. main activities
8.1.
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.
8.2.
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.
Uncontrolled in hard copy
Page 6 of 9
8.3.
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.
8.4.
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.
Uncontrolled in hard copy
Page 7 of 9
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.
9. Monitoring within XXX XXX Ltd.
9.1. 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.
9.2. 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.
9.3. 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
9.4. 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.
Uncontrolled in hard copy
Page 8 of 9
9.5. 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.
9.6.
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.
9.7.
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.
9.8. Preventive actions
The procedure for corrective and preventive action identifies opportunities for
ensuring non conforming product and service occurs.
10. Management system controls
10.1. 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.
10.2. 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
Uncontrolled in hard copy
Page 9 of 9